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EE-002247-0005-46TTO
Confederated Tribes of Warm Springs
Emergency Operations Plan
Prepared for:
Confederated Tribes of Warm Springs
2112 Wasco Street
Warm Springs, Oregon 97761
Prepared by:
Confederated Tribes of Warm Springs Reservation
EMERGENCY OPERATIONS PLAN
January 2015
Prepared for:
Confederated Tribes of Warm Springs
2112 Wasco Street
Warm Springs, Oregon 97761
Prepared by:
This document was prepared under a grant from the Office of
Grants and Training, United States Department of Homeland
Security. Points of view or opinions expressed in this document are
those of the authors and do not necessarily represent the official
position or policies of the Office of Grants and Training or the U.S.
Department of Homeland Security.
CTWS EOP
Basic Plan
Immediate Action Checklist
Immediate Action Checklist
Use the following Immediate Action Checklist to initiate the Confederated Tribes
of Warm Springs (CTWS) response and support to an emergency incident. If you
are not qualified to implement this plan, dial 9-1-1 and ask for assistance.
1. Receive alert of incident.
Alerts should be directed to the Tribal Emergency Manager (Public
Safety General Manager or as appointed by the Tribal Council
Chair).
If the Public Safety General Manager is not available, alerts should
be directed to the Fire & Safety Chief, or Police Chief based on the
line of succession.
Alerts may be received through dispatch, responding agencies, an
on-scene Incident Commander, the public or other sources.
If you are the first person receiving notification of the incident, call
9-1-1 and provide as much detail as possible.
See ESF 2 - Communications of the Tribal Emergency Operations
Plan for more information on alert and warning.
2. Determine need to implement the CTWS Emergency Management
Organization.
The Tribal Emergency Manager should determine, in coordination
with the on-scene Incident Commander, what level of support is
needed from the CTWS for the incident. This may range from the
Tribal Emergency Manager being on stand-by to full activation of
the Tribe’s Emergency Operations Center.
Identify key personnel who will be needed to staff the CTWS
Emergency Operations Center.
3. Notify key Tribal personnel and response partners.
The Tribal Emergency Manager will notify key personnel to staff
the Emergency Operations Center based on incident needs.
Notify appropriate emergency response agencies.
See the CTWS Emergency Contact List maintained by the Tribal
Emergency Manager.
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CTWS EOP
Basic Plan
Immediate Action Checklist
4. Activate the Emergency Operations Center as appropriate.
CTWS will utilize the Incident Command System in managing the
Emergency Operations Center.
Primary Emergency Operations Center Location: Fire Management
Complex, 4207 Holliday Lane, Warm Springs, OR 97761
Alternate Emergency Operations Center Location: See Section
5.4.2, Emergency Operations Center Locations
See Section 5 of the Basic Plan of the CTWS Emergency
Operations Plan for information on Emergency Operations Center
operations.
5. Establish communications with the on-scene Incident Commander.
Identify primary and back-up means to stay in contact with the onscene Incident Commander.
The on-scene Incident Commander may assign a radio frequency
that the Emergency Operations Center can use to communicate
with the scene.
See ESF 2 – Communications of the CTWS Emergency Operations
Plan for more information on communications systems.
6. Identify, in coordination with the on-scene Incident Commander, key
incident needs.
Consider coordination of the following, as required by the incident:
o Protective Action measures including evacuation and
shelter-in-place
o Shelter and housing needs for displaced tribal members
and visitors
o Emergency public information and coordination with the
media
o Coordination with Tribal enterprises
o Provisions for Access and Functional Needs Populations
o Provisions for animals in disaster
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CTWS EOP
Basic Plan
Immediate Action Checklist
7. Inform Oregon Emergency Response System/National Response
Center of Emergency Operations Center activation and request
support as needed.
Oregon Emergency Response System: 800-452-0311
If necessary, responsible parties would then call the National
Response Center at 800-424-8802
If necessary, CTWS can reach FEMA Region X directly at 425487-4600
8. Declare a state of emergency for the Tribes, as appropriate.
If the incident has or threatens to overwhelm the CTWS’s
resources to respond, the CTWS should declare a State of
Emergency.
A declaration may be made by the Tribal Council Chair.
The declaration should be submitted to the Oregon Emergency
Response System.
See Section 1.7 of this Basic Plan of the CTWS Emergency
Operations Plan for information on the disaster declaration
process. A sample disaster declaration form is included in
Appendix A.
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CTWS EOP
Basic Plan
Immediate Action Checklist
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vi
Preface
This Emergency Operations Plan is an all-hazard plan that describes how the
Confederated Tribes of Warm Springs Reservation will organize and respond to
emergencies and disasters in the community. Respecting the unique role of the
Tribes as a sovereign nation, the plan is designed to be compatible with federal,
State of Oregon, and other applicable laws, regulations, plans, and policies,
including Presidential Policy Directive 8, the National Response Framework and
State of Oregon Emergency Operations Plan.
Response to emergency or disaster conditions in order to maximize the safety of
the public and to minimize property damage is a primary responsibility of
government. It is the goal of the Confederated Tribes of Warm Springs
Reservation that responses to such conditions are conducted in the most
organized, efficient, and effective manner possible. To aid in accomplishing this
goal, the Confederated Tribes of Warm Springs Reservation has, in addition to
promulgating this plan, formally adopted the principles of the National Incident
Management System, including the Incident Command System and the National
Response Framework.
Consisting of a Basic Plan, Emergency Support Function Annexes that
complement the Federal and State of Oregon Emergency Support Functions,
Support Annexes, and Incident Annexes, this Emergency Operations Plan
provides a framework for coordinated response and recovery activities during a
large-scale emergency. The plan describes how various agencies and
organizations in Confederated Tribes of Warm Springs Reservation will
coordinate resources and activities with other federal, State, local, and privatesector partners.
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CTWS EOP
Basic Plan
Preface
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viii
Letter of Promulgation
To all Recipients:
Promulgated herewith is the revised Emergency Operations Plan for the
Confederated Tribes of Warm Springs Reservation. This plan supersedes any
previous versions of the Emergency Operations Plan. It provides a framework
within which the Confederated Tribes of Warm Springs Reservation can plan and
perform its respective emergency functions during a disaster or national
emergency.
This Emergency Operations Plan attempts to be all-inclusive in combining the
five mission areas of emergency management to ensure that the Confederated
Tribes of Warm Springs Reservation is prepared to prevent, protect against,
mitigate the effects of, respond to, and recover from the hazards and threats that
pose the greatest risk to the Tribe. This includes the following:
■ Prevention: activities necessary to avoid, prevent, or stop a threatened
■
■
■
■
or actual act of terrorism.
Protection: activities necessary to secure the Reservation against acts
of terrorism and natural or human-caused disasters.
Mitigation: activities that reduce loss of life and property by lessening
the impact of disasters.
Response: activities necessary to save lives, protect property and the
environment, and meet basic human needs after an incident has
occurred.
Recovery: activities necessary to assist the community in recovering
effectively from a disaster.
This plan has been approved by the Tribal Council. It will be revised and updated
as required. All recipients are requested to advise the Tribal Emergency Manager
of any changes that might result in its improvement or increase its usefulness.
Plan changes will be transmitted to all addressees on the distribution list.
Stanley Smith Jr.
Council Chairman
Charles Calica
Secretary-Treasurer
DATE
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CTWS EOP
Basic Plan
Letter of Promulgation
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x
Plan Administration
The Tribal Emergency Manager will coordinate review, revision, and repromulgation of this plan every five years or whenever changes occur, such as
lessons learned from exercises or actual events. Changes to the annexes and
appendices, and non-substantive changes to the Basic Plan, may be made by the
Tribal Emergency Manager without formal approval by the Tribal Council.
Record of Plan Changes
All updates and revisions to this plan will be tracked and recorded in the
following table. This process will ensure that the most recent version of the plan
is disseminated and implemented by emergency response personnel.
Date
2014
Change
No.
Department
Summary of Changes
Update information and
bring overall information
and formatting in line with
EOPs throughout the State
of Oregon.
001
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CTWS EOP
Basic Plan
Plan Administration
Plan Distribution List
Copies of this plan will be provided to the following jurisdictions, agencies, and
persons electronically, unless otherwise indicated. Updates will be provided
electronically, when available. Recipients will be responsible for updating their
Emergency Operations Plans when they receive changes. The Tribal Emergency
Manager is ultimately responsible for dissemination of all plan updates. Copies
of the plan will also be maintained at the Tribal Emergency Manager’s office and
posted online at www.warmsprings.com.
Department/Agency
Title/Name
Tribal Council
Council Chairman
Administration
Chief Operating Officer
Finance Department
Chief Financial Officer
Personnel
Director
Public Safety Branch
General Manager
Fire & Safety Department
Chief
Police Department
Chief
Public Utilities Branch
General Manager
Social Services Department
Director
Legal Services
Tribal Attorney
Tribal Housing
Director
Education Branch
General Manager
Natural Resources Branch
General Manager
Human Services Branch
General Manager
Office of Emergency Management
State Domestic Preparedness
Coordinator
Bureau of Indian Affairs
Tribal Liaison
FEMA
Tribal Liaison
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Basic Plan
Plan Administration
Emergency Operations Plan Review Assignments
Unless otherwise stated, the following table identifies agencies responsible for
regular review of specific plan sections and annexes to ensure accuracy. Changes
will be forwarded to the Tribal Emergency Manager for revision and
dissemination of the plan. This does not preclude other departments and agencies
with a vital interest in the plan from providing input to the document; such input
is, in fact, encouraged. It is also encouraged that plan review will be performed
concurrently with review of other related CTWS emergency plans and procedures
to enhance consistency.
Section/Annex
Responsible Party
Emergency Manager
Basic Plan
Emergency Support Function Annexes
ESF 1 Transportation
Public Utilities
ESF 2 Communications
Public Safety
ESF 3 Public Works and Engineering
Public Utilities
ESF 4 Firefighting
Fire & Safety
ESF 5 Emergency Management
Emergency Manager
ESF 6 Mass Care, Emergency Assistance,
Housing, and Human Services
ESF 7 Logistics Management and Resource
Support
Emergency Manager
American Red Cross
ESF 8 Public Health and Medical Services
Health and Human Services
ESF 9 Search and Rescue
Public Safety
ESF 10 Oil and Hazardous Materials
Fire & Safety
ESF 11 Agriculture and Natural Resources
Natural Resources
ESF 12 Energy and Utilities
Public Utilities
ESF 13 Public Safety and Security
Public Safety
ESF 14 Community Recovery
Emergency Manager
ESF 15 External Affairs
Emergency Manager
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Emergency Manager
CTWS EOP
Basic Plan
Plan Administration
Section/Annex
Responsible Party
Support Annexes
SA A Evacuation and Population
Protection
Public Safety
SA B Tribal Enterprise Coordination (TBD) Emergency Manager
Incident Annexes
IA 1 Drought
Public Utilities
IA 2 Earthquake
Public Utilities
IA 3 Major Fire
Fire & Safety
IA 4 Flood
Public Utilities
IA 5 Severe Weather
Public Utilities
IA 6 Volcano
Public Utilities
IA 7 Hazardous Materials Incident
Fire & Safety
IA 8 Public Health Incident
Health and Human Services
IA 9 Terrorism
Police Department
IA 10 Transportation Accident
Police Department
IA 11 Utility Failure
Public Utilities
xiv
Table of Contents
Immediate Action Checklist .................................................. iii
Preface .................................................................................. vii
Letter of Promulgation .......................................................... ix
Plan Administration ............................................................... xi
Table of Contents ................................................................. xv
List of Tables and Figures .................................................. xxi
Basic Plan
1
Introduction ................................................................ 1-1
1.1
1.1.1
1.2
1.2.1
1.2.2
1.3
1.4
1.4.1
1.4.2
1.4.3
1.4.4
1.5
1.5.1
1.5.1.1
1.5.1.2
1.5.1.3
1.5.1.4
1.5.2
1.5.2.1
1.5.3
1.5.3.1
1.5.3.2
1.5.3.3
General .................................................................................... 1-1
Whole Community Planning..................................................... 1-2
Purpose and Scope ................................................................. 1-2
Purpose ................................................................................... 1-2
Scope....................................................................................... 1-3
Plan Activation ......................................................................... 1-3
Plan Organization .................................................................... 1-4
Basic Plan ................................................................................ 1-4
Emergency Support Function Annexes.................................... 1-5
Support Annexes ..................................................................... 1-6
Incident Annexes ..................................................................... 1-6
Relationship to Other Plans ..................................................... 1-7
Federal Plans........................................................................... 1-7
Presidential Policy Directive 8.................................................. 1-7
National Incident Management System ................................... 1-8
National Response Framework................................................ 1-8
National Disaster Recovery Framework................................... 1-8
State Plans .............................................................................. 1-9
State of Oregon Emergency Management Plan ...................... 1-9
Tribal Emergency Plans ......................................................... 1-10
Hazard Mitigation Plan ........................................................... 1-10
Tribal Health and Human Services Emergency Operations
Plan........................................................................................ 1-10
Continuity of Operations and Continuity of Government
Plans ...................................................................................... 1-11
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1.5.4
1.5.5
1.5.6
1.5.7
1.6
1.6.1
1.6.2
1.7
1.7.1
1.7.2
1.7.2.1
1.7.2.2
1.7.2.3
1.7.2.4
1.7.3
1.8
1.8.1
1.8.2
1.9
1.9.1
1.9.2
1.9.3
1.9.4
1.10
Support Agency Plans ........................................................... 1-11
Other Local Plans .................................................................. 1-12
Special District Emergency Plans .......................................... 1-12
Regional Emergency Plans.................................................... 1-12
Authorities .............................................................................. 1-12
Legal Authorities .................................................................... 1-12
Mutual Aid and Intergovernmental Agreements ..................... 1-14
Emergency Powers ................................................................ 1-14
General .................................................................................. 1-14
Tribal Disaster Declaration Process ....................................... 1-15
Authority................................................................................. 1-15
Process .................................................................................. 1-15
Content .................................................................................. 1-16
Emergency Operations Center Support ................................. 1-16
State Assistance .................................................................... 1-17
Continuity of Government ...................................................... 1-18
Lines of Succession ............................................................... 1-18
Preservation of Vital Records ................................................ 1-19
Administration and Logistics .................................................. 1-19
Request, Allocation, and Distribution of Resources ............... 1-19
Financial Management........................................................... 1-20
Legal Support and Liability Issues ......................................... 1-21
Reporting and Documentation ............................................... 1-21
Safety of Employees and Family ........................................... 1-21
2
Situation and Planning Assumptions ....................... 2-1
3
Roles and Responsibilities ........................................ 3-1
2.1
2.1.1
2.1.1.1
2.1.1.2
2.1.1.3
2.1.1.4
2.1.1.5
2.1.1.6
2.1.1.7
2.1.2
2.1.3
2.1.4
2.1.5
2.2
3.1
3.2
3.2.1
3.2.1.1
Situation ................................................................................... 2-1
Community Profile ................................................................... 2-1
History...................................................................................... 2-1
Geography ............................................................................... 2-1
Government ............................................................................. 2-2
Demographics.......................................................................... 2-2
Economy .................................................................................. 2-2
Transportation.......................................................................... 2-2
Community Events ................................................................... 2-3
Hazards and Threats ............................................................... 2-4
Hazard Analysis ....................................................................... 2-4
Capability Assessment............................................................. 2-5
Protection of Critical Infrastructure and Key Resources .......... 2-6
Assumptions ............................................................................ 2-8
General .................................................................................... 3-1
Emergency Management Organization.................................... 3-1
Policy Group ............................................................................ 3-2
Tribal Council Chair ................................................................. 3-2
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3.2.1.2
3.2.1.3
3.2.1.4
3.2.1.5
3.2.2
3.2.3
3.2.3.1
3.2.3.2
3.2.3.3
3.2.3.4
3.2.3.5
3.2.3.6
Secretary-Treasurer ................................................................. 3-3
Chief Operations Officer .......................................................... 3-3
Tribal Emergency Manager...................................................... 3-4
Tribal Branch/Department Heads ............................................ 3-4
Responsibilities of All Departments ......................................... 3-5
Responsibilities by Function .................................................... 3-6
Transportation (ESF 1) ............................................................ 3-6
Communications (ESF 2) ......................................................... 3-7
Public Works and Engineering (ESF 3).................................... 3-8
Firefighting (ESF 4) .................................................................. 3-9
Emergency Management (ESF 5) ........................................... 3-9
Mass Care, Emergency Assistance, Housing, and Human
Services (ESF 6) .................................................................... 3-10
3.2.3.7 Logistics Management and Resource Support (ESF 7) ......... 3-11
3.2.3.8 Public Health and Emergency Medical Services (ESF 8) ...... 3-12
3.2.3.9 Search and Rescue (ESF 9) .................................................. 3-13
3.2.3.10 Oil and Hazardous Materials Response (ESF 10) ................. 3-14
3.2.3.11 Agriculture and Natural Resources (ESF 11) ......................... 3-15
3.2.3.12 Energy and Utilities (ESF 12)................................................. 3-15
3.2.3.13 Public Safety and Security (ESF 13) ...................................... 3-16
3.2.3.14 Community Recovery (ESF 14) ............................................. 3-16
3.2.3.15 External Affairs (ESF 15) ....................................................... 3-17
3.2.3.16 Evacuation and Population Protection ................................... 3-17
3.2.3.17 Damage Assessment ............................................................. 3-18
3.2.3.18 Legal Services ....................................................................... 3-19
3.2.3.19 Volunteer and Donation Management ................................... 3-19
3.2.3.20 Coordination with Special Facilities ....................................... 3-20
3.2.3.21 Other Agency Responsibilities ............................................... 3-20
3.3
Local and Regional Response Partners................................. 3-20
3.3.1
Private Sector and Tribal Enterprises .................................... 3-20
3.3.2
Nongovernmental Organizations ........................................... 3-21
3.3.3
Individuals and Households ................................................... 3-22
3.4
State Response Partners ....................................................... 3-22
3.5
Federal Response Partners ................................................... 3-22
4
4.1
4.2
4.2.1
4.2.2
4.2.3
4.2.4
4.2.5
4.3
4.3.1
4.3.2
Concept of Operations ............................................... 4-1
General .................................................................................... 4-1
Emergency Management Mission Areas ................................. 4-1
Prevention................................................................................ 4-2
Protection................................................................................. 4-2
Mitigation ................................................................................. 4-3
Response................................................................................. 4-3
Recovery.................................................................................. 4-4
Incident Levels ......................................................................... 4-4
Level 1 ..................................................................................... 4-4
Level 2 ..................................................................................... 4-5
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Table of Contents
4.3.3
4.3.4
4.4
4.4.1
4.4.2
4.5
4.5.1
4.5.2
4.5.3
4.5.3.1
4.5.4
4.5.4.1
4.5.4.2
4.5.4.3
4.5.5
4.5.5.1
4.5.5.2
4.5.5.3
4.5.6
4.5.7
4.5.8
4.5.9
4.5.10
5
5.1
5.2
5.3
Level 3 ..................................................................................... 4-5
NIMS Incident Levels ............................................................... 4-5
Response Priorities .................................................................. 4-7
Response................................................................................. 4-7
Recovery.................................................................................. 4-7
Incident Management .............................................................. 4-8
Activation ................................................................................. 4-8
Initial Actions............................................................................ 4-8
Communications, Notification and Warning ............................. 4-9
Interoperability ....................................................................... 4-10
Situational Awareness and Intelligence Gathering ................. 4-10
Situational Awareness ........................................................... 4-10
Intelligence Gathering ............................................................ 4-11
Coordination with State Fusion Center .................................. 4-11
Resource Management.......................................................... 4-12
Volunteer and Donations Management.................................. 4-13
Resource Typing .................................................................... 4-14
Credentialing of Personnel..................................................... 4-14
Access and Functional Needs Populations ............................ 4-15
Children and Disasters........................................................... 4-15
Household Pets and Service Animals .................................... 4-16
Demobilization ....................................................................... 4-16
Transition to Recovery ........................................................... 4-16
Command and Control ............................................... 5-1
5.4
5.4.1
5.4.2
5.4.3
5.4.4
5.4.5
5.5
5.5.1
5.5.2
5.5.2.1
5.5.2.2
5.5.2.3
5.5.3
5.5.3.1
5.5.3.2
5.5.3.3
5.5.3.4
General .................................................................................... 5-1
On-Scene Incident Management ............................................. 5-1
Emergency Operations Center Support to On-Scene
Operations ............................................................................... 5-1
Emergency Operations Center ................................................ 5-2
Emergency Operations Center Activation ................................ 5-2
Emergency Operations Center Location .................................. 5-3
Emergency Operations Center Staffing ................................... 5-4
Access and Security ................................................................ 5-4
Demobilization ......................................................................... 5-4
Incident Command System ...................................................... 5-5
Emergency Operations Controller............................................ 5-6
Emergency Operations Center Command Staff....................... 5-7
Safety Officer ........................................................................... 5-7
Public Information Officer......................................................... 5-7
Liaison Officer .......................................................................... 5-8
Emergency Operations Center General Staff .......................... 5-8
Operations Section Chief ......................................................... 5-8
Planning Section Chief............................................................. 5-9
Logistics Section Chief............................................................. 5-9
Finance/Administration Section ............................................. 5-10
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Table of Contents
5.5.4
5.5.5
5.5.6
6
6.1
6.2
6.3
6.4
6.5
6.6
Unified Command .................................................................. 5-10
Area Command ...................................................................... 5-10
Multi-Agency Coordination ..................................................... 5-11
Plan Development, Maintenance and
Implementation ........................................................... 6-1
Plan Review and Maintenance ................................................ 6-1
Training Program ..................................................................... 6-1
Exercise Program .................................................................... 6-2
Event Critique and After Action Reporting ............................... 6-3
Community Outreach and Preparedness Education ................ 6-3
Funding and Sustainment ........................................................ 6-3
A
Sample Disaster Declaration Forms......................... A-1
B
Incident Command System Forms ........................... B-1
C
Emergency Operations Center Position
Checklists .................................................................. C-1
D
Mutual Aid Agreements............................................. D-1
E
Maps ........................................................................... E-1
F
References ................................................................. F-1
G
Acronyms and Glossary ........................................... G-1
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Table of Contents
Emergency Support Function Annexes
ESF 1 – Transportation
ESF 2 – Communications
ESF 3 – Public Works and Engineering
ESF 4 – Firefighting
ESF 5 – Emergency Management
ESF 6 – Mass Care, Emergency Assistance, Housing, and Human
Services
ESF 7 – Logistics Management and Resource Support
ESF 8 – Public Health and Medical Services
ESF 9 – Search and Rescue
ESF 10 – Oil and Hazardous Materials
ESF 11 – Agriculture and Natural Resources
ESF 12 – Energy and Utilities
ESF 13 – Public Safety and Security
ESF 14 – Community Recovery
ESF 15 – External Affairs
Support Annexes
SA A – Evacuation and Population Protection
SA B – Tribal Enterprise Coordination (TBD)
Incident Annexes
IA 1 – Drought
IA 2 – Earthquake
IA 3 – Major Fire
IA 4 – Flood
IA 5 – Severe Weather
IA 6 – Volcano
IA 7 – Hazardous Materials Incident
IA 8 – Public Health Incident
IA 9 – Terrorism
IA 10 – Transportation Accident
IA 11 – Utility Failure
xx
List of Tables and Figures
Figures
Figure 1-1
CTWS Emergency Operations Plan Organization .............1-4
Figure 2-1
Map of the CTWS Reservation ..........................................2-3
Figure 5-1
Primary EOC – Fire Management Complex.......................5-3
Figure 5-2
Example of a Scalable Command Structure for CTWS .....5-6
Figure 5-3
Example of Unified Command for the CTWS...................5-11
Figure C-1
EOC Position Organizational Chart .................................. C-4
Tables
Table 1-1
CTWS Emergency Support Functions ...............................1-5
Table 1-2
CTWS Support Annexes ....................................................1-6
Table 1-3
CTWS Incident Annexes ....................................................1-6
Table 1-4
Legal Authorities ..............................................................1-13
Table 1-5
CTWS Lines of Succession .............................................1-19
Table 2-1
CTWS Identified Threats/Hazards .....................................2-4
Table 2-2
Core Capabilities by Mission Area .....................................2-5
Table 2-3
CTWS Critical Infrastructure ..............................................2-7
Table 3-1
CTWS Primary and Support Agencies by Function .........3-23
Table 4-1
NIMS Incident Levels .........................................................4-5
Table 6-1
Recommended Training Standards ...................................6-2
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List of Tables and Figures
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xxii
Basic Plan
1
Introduction
1.1 General
The Confederated Tribes of Warm Springs (CTWS or “the Confederated Tribes”)
Reservation (Reservation) emergency management mission is to ensure that
CTWS is prepared for a disaster by ensuring coordination of protection
prevention, mitigation, response, and recovery activities that increase Tribal
capabilities to minimize loss of life and reduce impacts from disasters.
Emergencies are handled effectively by CTWS every day. These “routine”
emergencies are managed by emergency responders as part of their day-to-day
responsibilities and are the most common emergency management activities that
CTWS encounters. For the most part, these emergencies are handled by
individual responders or a team of responders who work together regularly to save
lives, contain threats, and minimize damage. While the principles described in
this Emergency Operations Plan (EOP) can also be applied to these daily
responses, the plan is primarily designed to offer guidance for larger or more
complex incidents related to a broad spectrum of hazards that exceed the response
capability and/or resources of front line responders.
No plan can anticipate all the situations and conditions that may arise during
emergencies, and on-scene Incident Commanders must have the discretion to act
as they see fit based on the specific circumstances of the incident at hand. It is
imperative, however, that all jurisdictions and response agencies have a plan that
provides general guidance and a common framework for preparing for,
responding to, and recovering from emergencies and disasters. This plan
promulgates such a framework for CTWS that will bring a combination of
technical capabilities and resources, plus the judgment and expertise of its
emergency response personnel, branch general managers, department directors,
and other key stakeholders, to bear on any incident. This EOP provides the
foundation and guidance for use of a common language, fundamental principles,
and incident management system necessary to effectively manage incidents
within or affecting CTWS.
No guarantee of a perfect response system is expressed or implied by this plan, its
implementing instructions, or procedures. While CTWS will respond to
emergencies to its utmost ability, it is possible that some natural or technological
disasters may overwhelm the Tribal resources. While recognizing this possibility,
this plan is designed to help CTWS fulfill its response function to its maximum
capacity.
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CTWS EOP
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1. Introduction
1.1.1
Whole Community Planning
The “Whole Community” planning approach is based on the recognition that it
takes all aspects of a community to effectively prepare for, protect against,
respond to, recover from, and mitigate against any disaster. This includes all
emergency management partners, both traditional and nontraditional, such as
volunteer, faith-, and community-based organizations; the private sector; and the
public, including survivors of an incident.
Every Tribal member shares responsibility for minimizing the impact of disasters
on the community. These individual responsibilities include hazard awareness,
knowledge of appropriate protective actions, taking proactive steps to mitigate the
impact of anticipated hazards, and preparations for personal and family safety and
self-sufficiency. To the greatest extent possible, CTWS will assist its members in
carrying out this responsibility by providing preparedness and mitigation
information, and delivering critical public services during a disaster. However, a
major emergency is likely to damage CTWS critical infrastructure and reduce the
workforce available to continue essential government services. Knowledgeable
Tribal members prepared to take care of themselves and their families in the early
phases of an emergency can make a significant contribution towards survival and
community resiliency.
1.2 Purpose and Scope
1.2.1
Purpose
This EOP outlines CTWS’ approach to emergency response and enhances the
organization’s ability to protect the safety, health, and welfare of its members. It
describes the CTWS emergency response organization and assigns responsibilities
for various emergency functions, identifies lines of authority and coordination,
and communicates the legal basis and references that provide a framework for
emergency planning for the Confederated Tribes. This plan:
■ Includes all hazards and types of emergencies likely to impact the
Confederated Tribes.
■ Provides a framework for multi-discipline, multi-jurisdictional
coordination and cooperation.
■ Addresses all phases of a disaster through mitigation, preparedness,
response and recovery activities.
■ Designates the National Incident Management System (NIMS) as the
framework within which all emergency management activities occur.
■ Directs use of the Incident Command System (ICS) for managing
incident response.
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■ Identifies roles and responsibilities of CTWS departments, offices, and
personnel in emergency operations, as well as those of cooperating
public- and private-sector agencies.
■ Establishes life safety, followed by protection of property and the
environment, as emergency response priorities.
■ Provides a common framework within which the Confederated Tribes,
special districts, and other agencies/organizations can integrate their
emergency planning and response and recovery activities.
1.2.2
Scope
The EOP is implemented whenever the Confederated Tribes must respond to an
emergency incident or planned event whose size or complexity is beyond that
normally handled by routine operations. Such occurrences may include natural or
human-caused disasters and may impact populated or rural portions of tribal land.
This plan is intended to guide CTWS emergency operations while complementing
and supporting the emergency response plans and procedures of responding
agencies, other local governments, special districts, and other public and privatesector entities.
A community’s emergency management infrastructure is a complex network of
relationships. The EOP establishes roles, responsibilities, and relationships
among agencies and organizations involved in emergency operations, greatly
facilitating multi-agency and multi-jurisdiction coordination. Using this
framework, CTWS departments and agencies that operate under this plan are
expected to develop and keep current standard operating procedures (SOPs) that
describe how emergency tasks will be performed. Additional responsibilities
include ensuring that the training and equipment necessary for response are in
place.
The primary users of this plan are Tribal officials, department heads and their
senior staff members, emergency management staff, coordinating response
agencies, and other stakeholders that support emergency operations. The general
public is also welcome to review non-sensitive parts of this plan to better
understand the processes by which the Confederated Tribes manage the wide
range of risks to which they are subject.
1.3 Plan Activation
Once promulgated by the Tribal Council, the EOP is in effect and may be
implemented in whole or in part to respond to:
■ Incidents in or affecting the Confederated Tribes.
■ Health emergencies in or affecting the Confederated Tribes.
■ Non-routine life-safety issues in or affecting the Confederated Tribes.
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An emergency declaration is not required in order to implement the EOP or
activate the Emergency Operations Center (EOC). The Tribal Emergency
Manager may implement the EOP as deemed appropriate for the situation or at
the request of an on-scene Incident Commander.
1.4 Plan Organization
The CTWS EOP is composed of four main elements:
■ Basic Plan (with appendices)
■ Emergency Support Function Annexes (ESFs)
■ Support Annexes (SAs)
■ Incident Annexes (IAs)
Figure 1-1
CTWS Emergency Operations Plan Organization
Basic Plan
Emergency Support
Function Annexes
1.4.1
Support Annexes
Incident Annexes
Basic Plan
The purpose of the Basic Plan is to:
■ Provide a description of the legal authorities upon which CTWS has
structured its Emergency Management Organization (EMO), including
the emergency declaration process, activation of mutual aid
agreements (MAAs), and request for resources and emergency
spending powers.
■ Describe the context under which CTWS will respond to an incident,
including a community profile and discussion of hazards and threats
facing the community.
■ Assign and describe roles and responsibilities for CTWS employees
tasked with emergency preparedness and response functions.
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■ Describe a concept of operations for CTWS that describes how the
Tribes will conduct emergency operations and coordinate with other
agencies and jurisdictions.
■ Describe the CTWS emergency response structure, including
activation and operation of the Tribal EOC and implementation of
ICS.
■ Discuss CTWS protocols for maintaining and reviewing this EOP,
including training, exercises, and public education components.
1.4.2
Emergency Support Function Annexes
The ESFs focus on critical tasks, capabilities, and resources provided by
emergency response agencies for the Confederated Tribes throughout all phases
of an emergency. In the event of an incident for which the Tribes’ capabilities
and/or resources are limited or exhausted, each annex clearly defines escalation
pathways and procedures for requesting resources and seeking additional support
from Oregon State (State) agencies. The ESFs, which supplement the information
in the Basic Plan, are:
Table 1-1 CTWS Emergency Support Functions
Annex
Function
ESF 1
Transportation
ESF 2
Communications
ESF 3
Public Works and Engineering
ESF 4
Firefighting
ESF 5
Emergency Management
ESF 6
Mass Care, Emergency Assistance, Housing, and Human Services
ESF 7
Logistics Management and Resources Support
ESF 8
Public Health and Medical Services
ESF 9
Search and Rescue
ESF 10
Oil and Hazardous Materials Response
ESF 11
Agricultural and Natural Resources
ESF 12
Energy and Utilities
ESF 13
Public Safety and Security
ESF 14
Community Recovery
ESF 15
External Affairs
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1.4.3
Support Annexes
SAs describe how CTWS departments and agencies, the private sector, volunteer
organizations, and nongovernmental organizations coordinate and execute the
common support processes and administrative tasks required during an incident.
The actions described in the SAs are not limited to particular types of events, but
are broad in scope and apply to nearly every type of incident.
The SAs also include functions that do not fit within the scope of the ESF annexes
listed above.
Table 1-2 CTWS Support Annexes
Annex Function
SA A
Evacuation and Population Protection
SA B
Tribal Enterprise Coordination (TBD)
1.4.4
Incident Annexes
While this EOP has been developed as an all hazards planning document, some
hazards may require unique considerations. To that end, IAs supplement the
Basic Plan to identify critical tasks particular to specific natural and humancaused/ technological hazards identified in the most current CTWS Hazard
Identification and Vulnerability Assessment. The IAs are designed as functional
checklists that identify step-by-step actions for each hazard through the preincident, response, and recovery phases of an incident. Table 1-3 identifies the
IAs included in this plan.
Table 1-3 CTWS Incident Annexes
Annex
Hazard
IA 1
Drought
IA 2
Earthquake
IA 3
Major Fire
IA 4
Flood
IA 5
Severe Weather
IA 6
Volcano
IA 7
Hazardous Materials Incident
IA 8
Public Health Incident
IA 9
Terrorism
IA 10
Transportation Accident
IA 11
Utility Failure
Note: Resource shortages and civil disobedience are considered secondary risks
during any emergency situation.
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1.5 Relationship to Other Plans
1.5.1
Federal Plans
1.5.1.1 Presidential Policy Directive 8
Presidential Policy Directive 8: National Preparedness (PPD-8) describes the
United States’ approach to preparing for the threats and hazards that pose the
greatest risk to the security of the nation. This directive is based on the principle
that national preparedness is the shared responsibility of all members of the
nationwide community. Every member contributes to this goal, including
individuals, smaller communities, the private and nonprofit sectors, faith-based
organizations, and federal, State, and local governments.
1.5.1.1.1
National Preparedness Goal
The National Preparedness Goal outlined in PPD-8 characterizes the United
States’ security and resilience by identifying key mission areas and core
capabilities that are necessary to deal with great risks, using an integrated,
layered, and nationwide approach as its foundation.
Using the core capabilities, the National Preparedness Goal is achieved by:
■ Preventing, avoiding, or stopping a threatened or an actual act of
terrorism.
■ Protecting United States citizens, residents, visitors, and assets against
the greatest threats and hazards in a manner that allows their interests,
aspirations, and way of life to thrive.
■ Mitigating loss of life and property by lessening the impact of future
disasters.
■ Responding quickly to save lives, protect property and the
environment, and meet basic human needs in the aftermath of a
catastrophic incident.
■ Recovering through a focus on the timely restoration, strengthening,
and revitalization of infrastructure, housing, and a sustainable
economy, as well as the health, social, cultural, historic, and
environmental fabric of communities affected by a catastrophic
incident.
1.5.1.1.2
National Preparedness System
The National Preparedness System is the instrument the United States will
employ to build, sustain, and deliver the mission areas and core capabilities
identified in the National Preparedness Goal, in order to ensure the nation’s
security and resilience. The guidance, programs, processes, and systems that
support each component of the National Preparedness System enable a
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collaborative, whole community approach to national preparedness that engages
individuals, families, smaller communities, private and nonprofit sectors, faithbased organizations, and all levels of government.
1.5.1.2 National Incident Management System
In 2003, Homeland Security Presidential Directive 5 (HSPD-5) required all
federal agencies to adopt NIMS and use it to guide incident management. NIMS
provides a consistent nationwide framework and comprehensive approach to
enable government at all levels, the private sector, and nongovernmental
organizations to work together to prepare for, prevent, respond to, recover from,
and mitigate the effects of incidents regardless of their cause, size, location, or
complexity.
A core component of NIMS is ICS. ICS is a management system designed to
enable effective, efficient incident management by integrating a combination of
facilities, equipment, personnel, procedures, and communications operating
within a common organizational structure.
1.5.1.3 National Response Framework
The National Response Framework (NRF) is a guide to how the state and federal
government should conduct all-hazard response. It is built upon a scalable,
flexible, and adaptable coordination structure to align key roles and
responsibilities across the country. It describes specific authorities and best
practices for managing incidents that range from the serious, but purely local, to
large-scale terrorist attacks or catastrophic natural disasters.
The NRF organizes the types of response assistance a state is most likely to need
into 15 ESFs. Each ESF has a primary agency assigned for maintaining and
coordinating response activities.
1.5.1.4 National Disaster Recovery Framework
The National Disaster Recovery Framework (NDRF) provides guidance that
enables effective recovery support to disaster-impacted states, tribes, and local
jurisdictions. It provides a flexible structure that enables disaster recovery
managers to operate in a unified and collaborative manner. It also helps
determine the best ways to restore, redevelop, and revitalize the health, social,
economic, natural, and environmental fabric of a community and build a more
resilient nation.
The NDRF defines:
■ Core recovery principles.
■ Roles and responsibilities of recovery coordinators and other
stakeholders.
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■ A coordinating structure that facilitates communication and
collaboration among all stakeholders.
■ Guidance for pre- and post-disaster recovery planning.
■ The overall process by which communities can capitalize on
opportunities to rebuild stronger, smarter, and safer.
1.5.2
State Plans
1.5.2.1 State of Oregon Emergency Management Plan
The Oregon Emergency Management Plan (EMP) is developed, revised, and
published by the Director of the Office of Emergency Management (OEM) under
the provisions of Oregon Revised Statutes (ORS) 401.092, which are designed to
coordinate the activities of all public and private organizations that provide
emergency services within the State and to provide for and staff a State
Emergency Coordination Center (ECC) to aid the Governor. ORS 401.035 makes
the Governor responsible for the emergency services system within the State of
Oregon. The Director of OEM advises the Governor and coordinates the State’s
response to an emergency or disaster.
The Oregon EMP consists of three volumes:
■ Volume I: Preparedness and Mitigation consists of plans and guidance
necessary for State preparation to resist a disaster’s effects. Sections
include disaster hazard assessment, the Emergency Management
Training and Exercise Program, and plans to mitigate (or lessen) a
disaster’s physical effects on citizens, the environment, and property.
■ Volume II: Emergency Management Operations Plan broadly
describes how the State uses organization to respond to emergencies
and disasters. It delineates the emergency management organization;
contains FAs that describe the management of functional areas
common to most major emergencies or disasters, such as
communications and public information; and contains hazard-specific
annexes.
■ Volume III: Relief and Recovery provides State guidance, processes,
and rules for assisting Oregonians with recovery from a disaster’s
effects. It includes procedures for use by government, business, and
citizens.
Activation and implementation of the Oregon EMP (or specific elements of the
plan) may occur under various situations. The following criteria would result in
activation of the EMP, including the EOP:
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■ The Oregon Emergency Response System (OERS) receives an alert
from an official warning point or agency, indicating an impending or
probable incident or emergency.
■ The Governor issues a “State of Emergency.”
■ A Statewide disaster is imminent or occurring.
■ Terrorist activities or weapons of mass destruction incidents are
occurring or imminent.
■ An alert, site emergency, or general emergency is declared at the
Washington Hanford Nuclear Reservation in Washington State or at
the research reactors at Oregon State University or Reed College.
■ A localized emergency escalates, adversely affecting a larger area or
jurisdiction and exceeding local response capabilities.
■ A geographically limited disaster requires closely coordinated
response by more than one State agency.
■ An affected jurisdiction fails to act.
1.5.3
Tribal Emergency Plans
1.5.3.1 Hazard Mitigation Plan
The CTWS Hazard Mitigation Plan forms the foundation for the Confederated
Tribes’ long-term strategy to reduce disaster losses and break the cycle of disaster
damage, reconstruction, and repeated damage. Consistent with the Disaster
Mitigation Act of 2000, the plan creates a framework for risk-based decision
making to reduce deaths and injuries, property damage, and economic impact
from future disasters. Hazard mitigation is sustained action taken to reduce or
eliminate long-term risk to people and their property from hazards.
The CTWS Hazard Mitigation Plan was last updated in 2006 and can be accessed
through the Tribal Emergency Manager’s office.
See Chapter 2 for a more detailed hazard analysis.
1.5.3.2
Tribal Health and Human Services Emergency Operations
Plan
Tribal Health and Human Services is responsible for developing plans to address
how public health personnel plan for, respond to, and recover from all hazards
that may impact public health, including communicable disease, pandemic
scenarios, chemical incidents, radiological incidents, and bioterrorism. The
department maintains guidelines for public health personnel responding to a
public health incident that impacts the Confederated Tribes.
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Tribal public health officials are charged with the strict and thorough enforcement
of the public health laws. As part of their duties, they may enact protective public
health measures on matters relating to the preservation of life and health of the
people of the State. In addition to naturally occurring pandemics, a bioterrorism
event may be the most challenging experience the public health arena will ever
face. The control of such an epidemic requires a coordinated effort of public
health services, public safety agencies, and emergency management organizations
traditionally lacking in integrated operations.
1.5.3.3
Continuity of Operations and Continuity of Government
Plans
CTWS has not formalized a Continuity of Operations (COOP) or a Continuity of
Government (COG) plan to date. However, should the CTWS develop or
implement these plans in the future, they may be used in conjunction with the
EOP during various emergency situations. COOP/COG plans detail the processes
for accomplishing administrative and operational functions during emergencies
that may disrupt normal business activities. These plans identify essential
functions of local government, private-sector businesses, and community services
and delineate procedures developed to support their continuation. COOP/COG
plan elements may include, but are not limited to:
■ Ensuring the CTWS’s continuous functions and operations during an
emergency.
■ Maintaining clear lines of authority and, when necessary,
implementing the approved line of succession and proper delegation of
authority.
■ Protecting critical facilities, equipment, vital records, and other assets.
■ Reducing or mitigating disruptions to operations and essential
community services.
■ Reducing loss of life, minimizing property damage, and protecting the
local economy from significant impacts.
■ Achieving a timely and orderly recovery from emergencies and
resumption of full services to the public.
1.5.4
Support Agency Plans
The CTWS EMO is supported by a number of partner agencies. To the greatest
extent possible, the Confederated Tribes encourage support agencies to design
their plans to complement the CTWS EOP and will seek to engage support
agencies in the EOP update process to ensure appropriate linkages. The following
plans are maintained by Tribal enterprises that may be called upon to support
CTWS emergency operations:
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■ Kah-Nee-Ta Resort emergency plans and procedures.
■ Indian Head Casino emergency plans and procedures.
■ Warm Springs Forest Products Industries emergency plans and
procedures.
1.5.5
Other Local Plans
CTWS may partner with other local jurisdictions in coordinating and conducting
emergency operations. Local counties, including Jefferson and Wasco Counties,
maintain all hazard EOPs and supporting plans that describe how CTWS will
organize and respond to events that occur within the Reservation and in the
surrounding region. The plans describe how various agencies and organizations
in the CTWS will coordinate resources and activities with other federal, State,
local, tribal, and private-sector partners. Use of NIMS/ICS is a key element in the
overall CTWS response structure and operations.
To the extent practicable, CTWS will coordinate with local jurisdictions to ensure
a consistent approach to regional emergency planning.
1.5.6
Special District Emergency Plans
1.5.7
Regional Emergency Plans
Special districts have separate systems of governance, and their service areas
often overlap multiple jurisdictional boundaries. Some special districts provide
primary emergency response for incidents in their districts using their own plans,
policies, and procedures, which are coordinated with CTWS and other local
emergency plans. Most special district incident response is limited to activities
directly related to the service(s) they provide. They rely on support from external
agencies during response to a major incident management.
CTWS is a partner in a number of regional planning efforts, including:
■ Mt. Hood National Forest Fire Management Plan
■ Mt. Hood Coordination Plan (Volcano)
1.6 Authorities
1.6.1
Legal Authorities
In the context of this EOP, a disaster or major emergency is characterized as an
incident requiring the coordinated response of all government levels to save the
lives and protect the property of a large portion of the population. Similar to the
process outlined in ORS chapter 401 for cities and counties, CTWS has
established an EMO and appointed an Emergency Manager who will be
responsible for the organization, administration, and operation of the EMO.
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The Tribal EMO will, at a minimum:
■ Coordinate planning activities necessary to prepare and maintain the
CTWS EOP.
■ Manage and maintain the CTWS EOC from which Tribal officials can
coordinate emergency and disaster response activities.
■ Establish an incident command structure for management of incidents
by all local emergency service agencies.
■ Coordinate with local, State, and federal agencies to integrate effective
practices in emergency preparedness and response in a manner
consistent with NIMS.
The Tribal Council Chair serves as the ultimate authority for the CTWS EMO and
has designated the Public Safety Branch as the EMO’s lead agency. The Public
Safety General Manager, given the collateral title of Tribal Emergency Manager,
has authority and responsibility for the organization, administration, and
operations of the EMO. The Tribal Emergency Manager may delegate
responsibilities for emergency management program management and
coordination to an Emergency Management Coordinator or may delegate any of
these activities to other designees, as appropriate.
The Tribal EMO is consistent with NIMS, and procedures supporting NIMS
implementation and training for CTWS personnel will be developed and
formalized by the Tribal Emergency Manager.
Table 1-4 sets forth the federal, State, and local legal authorities upon which the
organizational and operational concepts of this EOP are based.
Table 1-4 Legal Authorities
Federal
― Executive Order 13347, July 2004, Individuals with Disabilities in Emergency
Preparedness
― Homeland Security Presidential Directive 5: Management of Domestic Incidents
― National Disaster Recovery Framework
― National Incident Management System (NIMS)
― National Preparedness Goal
― National Response Framework (NRF)
― Pet Evacuation and Transportation Standards Act of 2006, Public Law 109-308,
2006
― Presidential Policy Directive 8: National Preparedness
― Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended.
― Sandy Recovery Improvement Act of 2013
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State of Oregon
― Oregon Revised Statutes (ORS) 294.481 – Authorization to Receive Grants or
Borrow or Expend Moneys to Respond to Public Emergency
― ORS 279B.080 – Emergency Procurements
― ORS 401. Emergency Management and Services
― ORS 402. Emergency Mutual Assistance Agreements
― ORS 403. 9-1-1 Emergency Communications System; 2-1-1 Communications
System; Public Safety Communications System
― ORS 404. Search and Rescue
― ORS 431. State and Local Administration and Enforcement of Health Laws
― ORS 433. Disease and Condition Control; Mass Gatherings; Indoor Air
― ORS 476. State Fire Marshal; Protection From Fire Generally
― ORS 477. Fire Protection of Forests and Vegetation
― State of Oregon Emergency Operations Plan
CTWS
― Treaty of 1855
― CTWS Tribal Constitution and By-Laws
1.6.2
Mutual Aid and Intergovernmental Agreements
ORS 402 authorizes local governments to enter into Cooperative Assistance
Agreements with public and private agencies in accordance with their needs (e.g.,
the Omnibus Mutual Aid Agreement). Although CTWS is not required to be in
direct compliance with this State law (ORS 402), they follow these protocols for
obtaining personnel, supplies, and services. These protocols indicate that
resources may be used by a requesting agency if the granting agency cooperates
and extends such services. However, without a mutual aid pact, both parties must
be aware that State statutes do not provide umbrella protection, except in the case
of fire suppression pursuant to ORS 476 (the Oregon State Emergency
Conflagration Act).
See Appendix D for Existing Mutual Aid Agreements.
Copies of these documents can be accessed through the Tribal Emergency
Manager. During an emergency situation, a local declaration may be necessary to
activate these agreements and allocate appropriate resources.
1.7 Emergency Powers
1.7.1
General
CTWS is responsible for protecting its members from disasters and for helping
them to recover when a disaster strikes. In some cases, a disaster is beyond the
capabilities of CTWS to respond. Based on Tribal authority and State and federal
law, a Tribal declaration of emergency by the Tribal Council Chair allows for
flexibility in managing resources under emergency conditions, such as:
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■ Diverting funds and resources to emergency operations in order to
meet immediate needs.
■ Authorizing implementation of local emergency plans and
implementing extraordinary protective measures.
■ Receiving resources from organizations and individuals initiated
through mutual aid and cooperative assistance agreement channels.
■ Providing specific legal protection for actions initiated under
emergency conditions.
■ Setting the stage for requesting State and/or federal assistance to
augment local resources and capabilities.
■ Raising public awareness and encouraging the community to become
involved in protecting their resources.
Tribal Legal Services should review and advise CTWS officials regarding
possible liabilities arising from disaster operations, including exercising any or all
of the above powers.
1.7.2
Tribal Disaster Declaration Process
1.7.2.1 Authority
Under their sovereign status, CTWS may declare a local state of emergency
independent of actions taken by surrounding counties and may request direct
federal assistance. Under those circumstances, the emergency declaration may be
submitted directly to the President, requesting a Presidential Declaration of
Emergency on behalf of the Confederated Tribes via the Federal Emergency
Management Agency (FEMA). The Bureau of Indian Affairs or the FEMA Tribal
Liaison may be involved in the request or be available for consultation on the
matter. However, federal departments and agencies can also work directly with
tribes within existing agency authorities and resources in the absence of a
Presidential Declaration of a State of Emergency.
1.7.2.2 Process
The Tribal Emergency Manager will advise the Tribal Council Chair when a local
state of emergency should be declared. The Tribal Council Chair may declare an
emergency for any of several reasons, such as authorizing additional budget
authority, implementing emergency measures, or accessing State, or federal
disaster assistance. To declare a state of emergency, the Tribal Council Chair will
either call a regular or special meeting of the Tribal Council to request a
declaration of emergency or immediately declare an emergency in writing.
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A declaration by the Tribal Council Chair will be effective for seven days, at
which time the Tribal Council can extend the time period should an emergency
continue to exist.
1.7.2.3 Content
A Tribal declaration of emergency shall:
■ Describe the nature of the emergency.
■ Designate the geographic boundaries of the area where the emergency
exists, as well as the portion of the affected area lying within
Reservation boundaries.
■ Estimate the number of individuals at risk, injured, or killed.
■ Describe the actual or likely damage caused by the emergency.
■ State the type of assistance or resources required to respond to the
emergency.
■ Estimate the length of time during which the designated area will
remain in an emergency status.
■ State the specific regulations or emergency measures imposed as a
result of the declaration of emergency.
The declaration of emergency will be written based upon the best information
available at the time. It may be amended, based upon additional information or
changes in the situation. Tribal Legal Services may be consulted to review the
declaration for legality or sufficiency of emergency measures and emergency
powers invoked within the document. If State or federal assistance is needed, the
declaration must also state that all appropriate and available local resources have
been expended and contain a specific request for the type(s) of assistance
required.
1.7.2.4 Emergency Operations Center Support
EOC Command and General Staff have the following responsibilities in the
declaration process:
■ EOC Controller/Tribal Emergency Manager: Present the
declaration materials to Tribal Council Chair.
■ Operations: Identify necessary resources and outline any special
powers needed to respond to the emergency. Assist in the Initial
Damage Assessment (IDA).
■ Planning: Provide situation and resource summaries; conduct a
windshield survey, IDA, and Preliminary Damage Assessment (PDA).
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■ Logistics: Compile resource requests.
■ Finance: Track incident costs, assist in the PDA, and coordinate
damage survey activities.
See Appendix B for sample Declaration of Emergency forms.
1.7.3
State Assistance
While CTGR has the ability to request support directly from the federal
government, they may choose to request assistance from the State through OEM.
State assistance may be provided after local resources are exhausted, nearing
depletion, or projected to be inadequate, and MAAs have been initiated.
However, State departments and agencies can also work directly with tribes
within existing agency authorities and resources in the absence of a Presidential
Declaration of a State of Emergency.
The OEM Operations Officer coordinates with the agencies represented in the
State Emergency Coordination Center (ECC) to determine the best way to support
local government requests. The Operations Officer evaluates resource requests
based on the goals and priorities established by the Director. Agency
representatives keep the Operations Officer informed of resources assigned,
resources available for commitment, and the status of assigned missions.
State resources are provided to the Tribal EMO or to the local Incident
Commander, as agreed upon by the entities concerned. The OEM Director makes
final decisions in cases of conflicting interest such as competing resource requests
or priority questions.
1.7.4
Federal Assistance
FEMA provides resources, coordination, planning, training, and funding to
support tribes when requested.
In the event that the capabilities of the State are not sufficient to meet the
requirements as determined by the Governor, federal assistance may be
authorized. OEM typically coordinates all requests for federal assistance through
the State ECC. FEMA coordinates the Governor’s Presidential request for
assistance in accordance with the NRF.
The Sandy Recovery Improvement Act of 2013 affirms the right of federally
recognized Indian tribal governments to request a Presidential emergency or
major disaster declaration and receive federal emergency assistance under the
Stafford Act independent of a state request. CTWS may therefore make an
independent request for federal emergency assistance, or elect to be considered as
part of a State request.
Tribal requests for federal emergency assistance must come from the CTWS
Tribal Council Chair. Under draft guidance released in April 2013, the following
steps should be accomplished prior to requesting such a declaration:
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1. The CTWS implements its EOP and dedicates resources to response
activities.
2. The CTWS collects initial damage estimates to identify needs and seeks
resources for unmet needs from mutual aid, NGOs, state and local
governments, and federal agencies for non-Stafford Act assistance.
3. The CTWS determines that unmet needs remain after all other resources
are exhausted. The Tribal Council Chair requests a Joint Preliminary
Damage Assessment (JPDA) from the FEMA Regional Office.
4. JPDA teams are assembled and damage assessments are conducted.
5. The CTWS reviews JPDA results and determines need for Stafford Act
assistance and decides whether to submit an independent request or seek
assistance as part of a state request.
6. Within 30 days of the incident, the Tribal Council Chair submits a
declaration request to the President through FEMA’s Region 10
Administrator. The request is based on damage assessment findings,
describes the impacts of the disaster, and specifies requested programs.
In making the decision to directly request federal emergency assistance under the
Stafford Act, the CTWS should consider:
■ Requirements of administering disaster assistance should the President
declare an emergency or major disaster
■ Need for Hazard Mitigation and other administrative plans
■ Ability to receive, distribute, and supervise the use of funding
■ Compliance with records management and auditing requirements
1.8 Continuity of Government
1.8.1
Lines of Succession
Table 1-5 provides the policy and operational lines of succession during an
emergency for CTWS.
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Table 1-5 CTWS Lines of Succession
Emergency Policy
and Governance
Emergency Coordination
1. Chief Operations Officer
2. Public Safety General Manager
3. Fire & Safety Chief
1. Tribal Council Chair
2. Tribal Council Members
3. Secretary-Treasurer
Each Tribal department is responsible for pre-identifying staff patterns showing a
line of succession in management’s absence. Lines of succession for each
department can be found in the Chief Operations Officer’s office. All employees
shall be trained on the protocols and contingency plans required to maintain
leadership within their departments. The Tribal Emergency Manager will provide
guidance and direction to department heads to maintain continuity of government
and operations during an emergency. Individual department heads within CTWS
are responsible for developing and implementing COOP/COG plans to ensure
continued delivery of vital services during an emergency.
1.8.2
Preservation of Vital Records
Each Tribal department must provide for the protection, accessibility, and
recovery of the agency's vital records, systems, and equipment. These are
records, systems, and equipment that, if irretrievable, lost, or damaged, will
materially impair the agency's ability to conduct business or carry out essential
functions. Each agency should have a maintenance program for the preservation
and quality assurance of data and systems. The program should take into account
the cost of protecting or reconstructing records weighed against the necessity of
the information to achieving the agency mission.
1.9 Administration and Logistics
1.9.1
Request, Allocation, and Distribution of Resources
As noted above, an emergency declaration and request for assistance may be
submitted directly to FEMA. CTWS may also submit resource requests and
emergency/disaster declarations, through the Tribal Emergency Manager, to the
Director of OEM according to provisions outlined under ORS Chapter 401. Refer
to ESF 7 – Logistics Management and Resource Support for detailed information
regarding available resources and coordination procedures established for the
Confederated Tribes.
In times of declared disasters, all assistance requests will be made through the
Tribal Emergency Manager via the CTWS EOC. The CTWS EMO processes
subsequent assistance requests to the federal government or State.
In the case of emergencies involving fires threatening life and structures, the
Conflagration Act (ORS 476.510) can be invoked by the Governor through the
Office of State Fire Marshal. This act allows the State Fire Marshal to mobilize
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and fund fire resources throughout the State during emergency situations. The
local Fire Chiefs and the local Fire Defense Board Chief assess the status of the
incident(s) and, after determining that all criteria have been met for invoking the
Conflagration Act, notify the State Fire Marshal via OERS. The State Fire
Marshal reviews the information and notifies the Governor, who authorizes the
act.
In addition, CTWS may receive assistance under the FEMA Fire Management
Assistance Grant Program (FMAGP) for wildland fires that threaten the built
environment, where existing State and local resources are insufficient to stop the
spread of the fire and mitigate risk to the built environment. However, under
current federal rules (44 CFR 204.22), the application for assistance must come
from the State Governor or Governor’s Authorized Representative to the FEMA
Regional Administrator. FMAGP assistance is typically administered through the
Oregon Department of Forestry.
1.9.2
Financial Management
During an emergency, CTWS is likely to find it necessary to redirect Tribal funds
to effectively respond to the incident. The authority to adjust department budgets
and funding priorities rests with the Secretary-Treasurer. If an incident requires
major redirection of Tribal fiscal resources, the Tribal Council will meet in
emergency session to decide how to respond to the emergency funding needs,
declare a State of Emergency, and request assistance through the State as
necessary. The following general procedures will be carried out:
■ The Tribal Council will meet in emergency session to decide how to
respond to the emergency funding needs.
■ The Tribal Council Chair will declare a State of Emergency and
request assistance through the federal government or State.
■ If a quorum of Tribal Council members cannot be reached, and if a
prompt decision will protect lives, Tribal resources and facilities, or
private property, the Tribal Council Chair (or designee) may act on
emergency funding requests. The Tribal Council will be advised of
such actions as soon as practical.
■ To facilitate tracking of financial resources committed to the incident,
and to provide the necessary documentation, a discrete charge code for
all incident-related personnel time, losses, and purchases will be
established by the Finance Section.
Expenditure reports should be submitted to the Finance Department and managed
through the Finance Director to identify budgetary shortfalls. The Purchasing and
Contracts Departments will support procurement issues related to personnel, both
volunteer and paid. In addition, copies of expense records and all supporting
documentation should be submitted for filing FEMA Public Assistance
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reimbursement requests by the Finance Department. During activation of the
CTWS EOC, financial management will be handled by the Finance Section,
which will be staffed by the Finance Department.
1.9.3
Legal Support and Liability Issues
Legal support for the Confederated Tribes during an emergency is provided by
Tribal Legal Services.
Liability issues and potential concerns among government agencies, private
entities, other response partners, and jurisdictions, are addressed in existing
MAAs and other formal memoranda established for the CTWS and its
surrounding areas.
1.9.4
Reporting and Documentation
Proper documentation and reporting during an emergency is critical for CTWS to
receive proper reimbursement for emergency expenditures and to maintain a
historical record of the incident. Tribal staff will maintain thorough and accurate
documentation throughout the course of an incident or event. Incident
documentation should include:
■ Incident and damage assessment reports.
■ Incident command logs.
■ Cost recovery forms.
■ Incident critiques and after-action reports.
All documentation related to the CTWS emergency management program will be
maintained, as applicable, in accordance with Tribal public records and meetings
laws as appropriate.
1.10 Safety of Employees and Family
All Tribal department heads, or designees, are responsible for the safety of
employees. Employees should attempt to contact their supervisors and managers
within the first 24 hours following an incident. Emergency 9-1-1 should only be
utilized if emergency assistance is needed. Agencies and departments with
developed COOPs will establish alternate facilities and staff locations, as
applicable. Notification procedures for employee duty assignments will follow
the required procedures established by each agency and department.
During biological incidents or public health emergencies such as influenza
pandemics, maintaining a resilient workforce is essential to performing the
response activities required to protect CTWS and surrounding community from
significant impacts to human lives and the economy. Thus, personnel should be
provided with tools to protect themselves and their families while they provide
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health and medical services during a pandemic or other type of public health
emergency.
Currently, plans formally addressing the safety and protection of medical
personnel and response staff during a biological incident and/or contagious
outbreak have not been developed. Safety precautions and personal protective
equipment decisions will be specific to the type of incident and will require justin-time training among the first responder community and other support staff to
implement appropriate procedures.
If necessary, the Oregon Occupational Safety and Health Administration may
provide assistance and guidance on worker safety and health issues. Information
on emergency procedures and critical tasks involved in a biological emergency
incident or disease outbreak is presented in ESF 8 – Public Health and Medical
Services.
While all CTWS agencies and employees are expected to contribute to the
emergency response and recovery efforts of the community, employees’ first
responsibility is to their own and their families’ safety. Each employee is
encouraged to develop family emergency plans to facilitate family safety and selfsufficiency, which, in turn, will enable employees to assume their responsibilities
to CTWS and its members as rapidly as possible in the event of an emergency.
Processes in support of employees and their families during emergency situations
or disasters will be further developed through ongoing COOP planning.
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2
Situation and Planning
Assumptions
2.1 Situation
The CTWS Reservation is exposed to many hazards, all of which have the
potential to disrupt the community, cause damage, and create casualties. Natural
hazards to which the Reservation may be subject include droughts, floods,
wildfires, and winter storms. The threat of a chemical, biological, radiological,
nuclear, or explosive incident is present as well. Other disaster situations could
develop from hazardous material accidents, health-related incidents,
conflagration, major transportation accidents, or acts of terrorism.
2.1.1
Community Profile
The following community profile has been adapted from the CTWS Hazard
Mitigation Plan (URS 2006).
2.1.1.1 History
Long before Europeans came to the Americas, the Wasco and the Walla Walla
(later called the Warm Springs) Tribes lived beside the Columbia River and
Cascade Mountains. The Paiute Tribe lived throughout the vast plateaus to the
southeast of Oregon’s political border. These three tribes constitute the modern
federation called the Confederated Tribes of Warm Springs and own and occupy
the Reservation that was created by the Treaty of 1855.
Warm Springs became the political and economic center of the 600,000-acre
Reservation that comprises much of the northern part of Central Oregon. In 1937,
the three tribes adopted a Constitution, Bill of Rights, and By-Laws for the Tribal
government and in 1938, formally accepted a corporate charter from the United
States for business endeavors. During the period between 1940 and 1970, CTWS
came to be known as leaders among Native Americans in self-preservation, selfdetermination, and innovation for economic development efforts.
2.1.1.2 Geography
The CTWS Reservation includes alpine lakes, pristine rivers, deep canyons, and
vistas of high desert and volcanic peaks. Over half the Reservation is forested,
with the remainder primarily range land. Reservation lands extend from the
summit of Oregon’s Cascade Mountains and snowcapped Mt. Jefferson at 10,497
feet, east to the Deschutes River’s elevation at 1,000 feet, with the Metolius River
and Lake Billy Chinook forming the southern boundary.
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The town of Warm Springs is a Census Designated Place where half the
population of the Reservation resides. It has a total area of 43 square miles and
over 600 housing units. Other communities on the CTWS Reservation include:
■ Bear Springs
■ Kah-Nee-Ta
■ Seekseequa
■ Sidwalter
■ Simnasho
2.1.1.3 Government
Pursuant to the provisions of the Indian Reorganization Act, CTWS has adopted a
Constitution, By-Laws, and Corporate Charter. These documents set out the
Tribal membership, objectives, powers, and authority and make provisions for a
Tribal Council to act on behalf of the membership to carry out Tribal goals. They
represent policies of the membership and provide specific delegation of
governmental powers from the general membership to the Tribal Council.
The Tribal Council’s primary responsibility is to carry out the objectives of the
Constitution and By-Laws, which includes promotion of Tribal advancement and
protection of Tribal treaty rights, resources, and sovereignty.
2.1.1.4 Demographics
Nearly 4,000 Tribal members inhabit the Reservation. The population has
doubled since 1975. Since the 1960s Tribal enrollment, the Reservation has
grown at an annual population growth rate of 2.75 percent. This growth rate is
expected to continue, resulting in a total enrollment of 6,585 members by the year
2020. If non-Indian residents, those married into the Tribe or other Indians, and
members that do not live on the Reservation are included, the total expected
population for Warm Springs in 2020, as forecasted by Economic Development
for Central Oregon, is approximately 8,692 residents.
2.1.1.5 Economy
The Tribal economy is based primarily on natural resources, including
hydropower, forest products, and ranching. Tourism and recreation also make
important contributions. CTWS has approximately 604 employees. The Tribal
enterprises of Kah-Nee-Ta Resort and Warm Springs Forest Products Industries
are the next two largest employers.
2.1.1.6 Transportation
Key transportation routes on the CTWS Reservation include:
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■ Oregon State Highway 26 – heavily traveled by non-Tribal travelers
transiting across the reservation. Travelers may require assistance if
they are unable to continue their travels due to vehicle mechanical
failures.
2.1.1.7 Community Events
The following regularly scheduled or seasonal events may need to be taken into
consideration in CTWS emergency plans due to the potential for an influx of
population that could impact the ability of CTWS to provide emergency services.
■ New Year’s Day Feast (January)
■ Lincoln’s Powwow (February)
■ Kah-Nee-Ta Mini Marathon (April)
■ Pi-Ume-Sha Treaty Days Powwow (June)
■ 4th of July Fireworks (July)
■ Kah-Nee-Ta Fun Run (October)
■ Thanksgiving Mini Powwow (November)
■ Warm Springs Christmas Bazaar (December)
Figure 2-1
Map of the CTWS Reservation
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2.1.2
Hazards and Threats
The CTWS may be subject to a variety of natural, technological, and humancaused hazards and threats, defined as follows:
■ Natural Hazards. Result from acts of nature.
■ Technological Hazards. Result from accidents or the failures of
systems and structures.
■ Threats or Human-Caused Incidents. Result from intentional
actions of an adversary.
Table 2-1 identifies the hazards/threats identified in the CTWS Hazard Mitigation
Plan as most likely to impact the Confederated Tribes based on the community’s
vulnerability and the resulting potential impacts of the hazard or threat.
Table 2-1 CTWS Identified Threats/Hazards
Natural
•
•
•
•
•
•
•
Avalanche
Earthquake
Epidemic
Flood
Landslide
Wildland Fires
Winter Storm
Technological
•
•
•
•
Dam Failure
Hazardous Materials
Incident
Transportation
Accident
Utility Failure
Human-Caused
•
•
Civil Unrest
Terrorism
See the CTWS Hazard Mitigation Plan for more information regarding natural
hazards for the area
2.1.3
Hazard Analysis
In the Hazard Analysis, each hazard and threat described above is scored using a
formula that incorporates four independently weighted rating criteria (history,
vulnerability, maximum threat, and probability) and three levels of severity (low,
moderate, and high). For each hazard, the score for a given rating criterion is
determined by multiplying the criterion’s severity rating by its weight factor. The
four rating criteria scores for the hazard are then summed to provide a total risk
score for that hazard. Note that while many hazards may occur together or as a
consequence of others (e.g., dam failures cause flooding, and earthquakes may
cause landslides), this analysis considers each hazard as a singular event.
Additional information on hazards that may impact CTWS will be discussed in
the Tribe’s Threat and Hazard Identification and Risk Assessment (THIRA).
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2.1.4
Capability Assessment
The availability of CTWS physical and staff resources may limit its capability to
conduct short- and long-term response actions on an independent basis. Tribal
response capabilities are also limited during periods when essential staff is on
vacation, sick, or under furlough due to budgetary constraints.
CTWS has not developed a formal capabilities assessment to date. Should one be
developed in the future, it will summarize the jurisdiction’s prevention,
protection, response, and recovery capabilities involving the defined hazards. It
will also further describe the jurisdiction’s limitations on the basis of training,
equipment, and personnel.
Additional information CTWS capabilities will be discussed in the Tribe’s Threat
and Hazard Identification and Risk Assessment (THIRA).
Table 2-2 Core Capabilities by Mission Area
Prevention
Protection
Mitigation
Response
Recovery
Planning
Public Information and Warning
Operational Coordination
• Forensics
and
Attribution
• Intelligence
and
Information
Sharing
• Interdiction
and
Disruption
• Screening,
Search, and
Detection
• Access
Control and
Identify
Verification
• Cybersecurity
• Intelligence
and
Information
Sharing
• Interdiction
and
Disruption
• Physical
Protective
Measures
• Risk
Management
for Protection
Programs and
Activities
• Screening,
Search, and
Detection
• Supply Chain
Integrity and
• Community
Resilience
• Long-Term
Vulnerability
Reduction
• Risk and
Disaster
Resilience
Assessment
• Threats and
Hazard
Identification
2-5
• Critical
Transportation
• Environmental
Response/
Health and
Safety
• Fatality
Management
Services
• Infrastructure
Systems
• Mass Care
Services
• Mass Search
and Rescue
Operations
• On-Scene
Security and
Protection
• Operational
Communications
• Public and
Private
• Economic
Recovery
• Health and
Social
Services
• Housing
• Infrastructure
Systems
• Natural and
Cultural
Resources
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Table 2-2 Core Capabilities by Mission Area
Prevention
Protection
Mitigation
Security
2.1.5
Response
Recovery
Services and
Resources
• Public Health
and Medical
Services
• Situational
Assessment
Protection of Critical Infrastructure and Key
Resources
Critical Infrastructure and Key Resources (CIKR) are owned and operated by the
CTWS or local partners and support the delivery of critical and essential services.
These resources are necessary to ensure the CTWS’s security, public health and
safety, and economic vitality. CIKR includes the assets, systems, networks, and
functions that provide vital services to cities, states, regions, and, sometimes, the
nation. Emergencies, natural hazards, and terrorist attacks on CIKR could
significantly disrupt those activities, produce cascading effects, and result in
large-scale human suffering, property destruction, economic loss, and damage to
public confidence and morale.
Key facilities that should be considered in infrastructure protection planning
include:
■ Structures or facilities that produce, use, or store highly volatile,
flammable, explosive, toxic, and/or water-reactive materials.
■ Government facilities, such as departments, agencies, and
administrative offices.
■ Hospitals, nursing homes, and housing likely to contain occupants who
may not be sufficiently mobile to avoid death or injury during a hazard
event.
■ Police stations, fire stations, vehicle and equipment storage facilities,
and EOCs that are needed for disaster response before, during, and
after hazard events.
■ Public and private utilities and infrastructure that are vital to
maintaining or restoring normal services to areas damaged by hazard
events
Table 2-4 identifies key critical infrastructure that should be considered by CTWS
in its emergency plans.
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Table 2-3 CTWS Critical Infrastructure
Category
Facilities
Tribal Offices and
Facilities
Administration Building
Senior Services Department
Indian Health Services
Family Resource Center
High Lookee Lodge
Forestry and Natural Resources
Ranger Station
Tribal Enterprises
Pelton/Round Butte Hydroelectric Project
Warm Springs National Fish Hatchery
The Museum at Warm Springs
Warm Springs Forest Products Industries
Warm Springs Ventures/The Plaza at Warm Springs
Warm Springs Composite Products
Warm Springs Construction
Educational Facilities
Early Childhood Education
Warm Springs Elementary
Higher Education Building
Gathering Places
Agency Longhouse
Simnasho Longhouse
Hehe Longhouse
Community Center
Police and Fire Stations
Police Station – Warm Springs
Police Substation – Simnasho
Fire & Safety Department Building
Fire Management Complex
Seekseequa Fire Station
Sidwalter Fire Station
Simnasho Fire Station
Kah-Nee-Ta Fire Substation
Potable Water and
Wastewater Facilities
Potable Water Facility - Simnasho
Potable Water Facility – Shitike Creek
Potable Water Facility – Sidwalter
Potable Water Facility – Seekseequa
Wastewater Facility – Warm Springs
Wastewater Facility – Sunnyside
Wastewater Facility – Kah-Nee-Ta
Communication
Facilities
Qwest Facility – Warm Springs
Radio Station – Eagle Butte
Radio/Cell Tower – Eagle Butte
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Table 2-3 CTWS Critical Infrastructure
Category
Facilities
Roads
BIA Road 9026 (US 26)
BIA 216 (OR 216)
Casinos & Resorts
Kah-Nee-Ta Village
Kah-Nee-Ta Lodge
Indian Head Casino
2.2 Assumptions
This EOP is predicated on the following assumptions:
■ Essential CTWS services will be maintained as long as conditions
permit.
■ An emergency will require prompt and effective response and
recovery operations by CTWS emergency services, disaster relief,
volunteer organizations, and the private sector.
■ All emergency response staff are trained and experienced in operating
under the NIMS/ICS protocol.
■ Each responding CTWS agency will utilize existing directives and
procedures in responding to major emergencies and disasters.
■ Environmental, technological, and civil emergencies may be of a
magnitude and severity that require State and federal assistance.
■ Federal and State support of CTWS emergency operations will be
based on the principle of self-help. CTWS will be responsible for
utilizing all available local resources, along with initiating mutual aid
and cooperative assistance agreements before requesting assistance
from the federal government and/or the State.
■ Considering shortages of time, space, equipment, supplies, and
personnel during a catastrophic disaster, self-sufficiency will be
necessary for the first hours or days following the event.
■ Local emergency planning efforts focus on accommodating residents
while preparing for changes in population trends throughout the year.
However, significant increases to the local population may introduce
challenges in meeting the needs of non-residents and other travelers
during an emergency or disaster.
■ All or part of the Reservation may be affected by environmental and
technological emergencies.
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■ A terrorist-related incident or attack may occur without warning. If
such an attack occurs, CTWS could be subject to radioactive fallout or
other hazard related to weapons of mass destruction. In accordance
with national nuclear civil protection policy, two options have been
developed to counteract such a threat: population protection and
shelter-in-place programs.
■ Outside assistance will be available in most major emergency/disaster
situations that affect CTWS. Although this plan defines procedures
for coordinating such assistance, it is essential for CTWS to be
prepared to carry out disaster response and short-term actions on an
independent basis.
■ CTWS communication and work centers may be destroyed or rendered
inoperable during a disaster. Normal operations can be disrupted
during a general emergency; however, CTWS can still operate
effectively if public officials, first responders, employees, volunteers,
and residents are:
● Familiar with established policies and procedures.
● Assigned pre-designated tasks.
● Provided with assembly instructions.
● Formally trained in their duties, roles, and responsibilities
required during emergency operations.
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3
Roles and Responsibilities
3.1 General
Tribal agencies and response partners may have various roles and responsibilities
throughout an emergency’s duration. Therefore, it is particularly important that
the local command structure established to support response and recovery efforts
maintain a significant amount of flexibility to expand and contract as the situation
changes. Typical duties and roles may also vary depending on the incident’s size
and severity of impacts, as well as the availability of local resources. Thus, it is
imperative to develop and maintain depth of qualified staff within the command
structure and response community.
CTWS conducts all emergency management functions in accordance with NIMS.
To assist with training and preparing essential response staff and supporting
personnel to incorporate ICS/NIMS concepts into all facets of an emergency, each
agency and department is responsible for ensuring that critical staff are identified
and trained at a level enabling effective execution of existing response plans,
procedures, and policies.
Most Tribal departments have emergency functions in addition to their normal
duties. Each department is responsible for developing and maintaining its own
emergency management procedures. Specific responsibilities are outlined below,
as well as in individual annexes.
3.2 Emergency Management Organization
For the purposes of this plan, the CTWS emergency management structure will be
referred to generally as the CTWS EMO. Under this structure, the Public Safety
General Manager is considered the Tribal Emergency Manager, unless this role
has been otherwise delegated. Roles and responsibilities of individual staff and
agencies are described throughout the plan to further clarify the CTWS EMO.
The Tribal Emergency Manager may, depending on the size or type of incident,
delegate the authority to lead response and recovery actions to other Tribal staff.
Additionally, some authority to act in the event of an emergency may already be
delegated by ordinance or by practice. As a result, the organizational structure for
the CTWS EMO can vary depending upon the location, size, and impact of the
incident. The CTWS EMO is divided into two general groups, organized by
function—the Policy Group and Emergency Response Agencies.
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3.2.1
Policy Group
The Policy Group is formed of Tribal officials and emergency management staff
responsible for guiding policy and decision-making for the CTWS EMO. The
Policy Group may also include representation from Tribal departments during an
event, as necessitated by the type of emergency. The Policy Group is responsible
for the activities conducted within its jurisdiction. The members of the group
include both elected and appointed executives with certain legal responsibilities.
Key general responsibilities for Policy Group members include:
■ Establishing strong working relationships with local jurisdictional
leaders and core private-sector organizations, voluntary agencies, and
community partners.
■ Leading and encouraging CTWS officials and staff to focus on
preparedness by participating in planning, training, and exercises.
■ Supporting staff participation in local mitigation efforts within the
jurisdiction and including the private sector, as appropriate.
■ Understanding and implementing laws and regulations that support
emergency management and response.
■ Ensuring that local emergency plans take into account the needs of:
● The jurisdiction, including persons, property, and structures
● Vulnerable populations, including unaccompanied children and
those with service animals
● Individuals with household pets
■ Encouraging Tribal members to be prepared and participate in
volunteer organizations and training courses.
3.2.1.1 Tribal Council Chair
The ultimate responsibility for policy, budget, and political direction for the
Confederated Tribes is borne by the Tribal Council Chair. During emergencies,
this responsibility includes encouraging positive support with citizen involvement
and citizen assistance, issuing policy statements as needed to support the actions
and activities of recovery and response efforts, and providing the political contact
needed for visiting State and federal officials. Additionally, the Tribal Council
Chair will provide elected liaison with the community and other jurisdictions. In
the event that declaration of emergency is needed, the Tribal Council Chair (or
designee) will initiate and terminate the state of emergency through a declaration
ratified by the Tribal Council.
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General responsibilities of the Tribal Council Chair include:
■ Directing the overall preparedness program for CTWS.
■ Establishing emergency management authority by Tribal ordinance.
■ Appointing a Tribal Emergency Manager to oversee the CTWS EMO.
■ Adopting the CTWS EOP and other emergency management–related
resolutions.
■ Making emergency policy decisions.
■ Declaring a state of emergency, and providing support to the on-scene
Incident Commander in requesting outside assistance when necessary
(in accordance with existing agreements and/or through OEM).
■ Acting as liaison to the community during activation of the EOC.
■ Implementing emergency powers of local government.
■ Attending Public Information Officer (PIO) briefings.
■ Acting on emergency funding needs.
3.2.1.2 Secretary-Treasurer
The CTWS Secretary-Treasurer is responsible for continuity of government, and
coordinating administrative support for CTWS emergency operations.
The Secretary-Treasurer is responsible for:
■ Ensuring that all Tribal departments develop, maintain, and exercise
their respective service annexes to this plan.
■ Supporting the overall preparedness program in terms of its budgetary
and organizational requirements.
■ Implementing the policies and decisions of the governing body.
■ Ensuring that plans are in place for the protection and preservation of
Tribal records.
3.2.1.3 Chief Operations Officer
The CTWS Chief Operations Officer is responsible for directing departmental
operations in support of CTWS response to an emergency.
The Chief Operations Officer is responsible for:
■ Supporting the CTWS EMO as described in this plan.
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■ Serving as the CTWS EOC Controller unless this role has been
otherwise designated.
3.2.1.4 Tribal Emergency Manager
The Tribal Emergency Manager has the day-to-day authority and responsibility
for overseeing emergency management programs and activities. The Tribal
Emergency Manager works with the Policy Group to ensure that there are unified
objectives with regard to the Confederated Tribes’ emergency plans and activities,
including coordinating all aspects of the Tribes’ capabilities. The Tribal
Emergency Manager coordinates all components of the local emergency
management program, including assessment of the availability and readiness of
the local resources most likely required during an incident and identifying and
correcting any shortfalls. In particular, the Tribal Emergency Manager is
responsible for:
■ Serving as staff advisor to the Tribal Council, Chief Operations
Officer, and Secretary-Treasurer on emergency matters.
■ Coordinating the planning and general preparedness activities of the
government and maintenance of this EOP.
■ Analyzing the emergency skills required and arranging the training
necessary to provide those skills.
■ Preparing and maintaining a resource inventory.
■ Ensuring the operational capability of the CTWS EOC.
■ Activating the CTWS EOC in coordination with the Chief Operations
Officer.
■ Keeping the governing body apprised of the Confederated Tribes’
preparedness status and anticipated needs.
■ Serving as day-to-day liaison between CTWS and OEM.
■ Maintaining liaison with organized emergency volunteer groups and
private-sector partners.
The Tribal Emergency Manager may designate these responsibilities to a Tribal
Emergency Management Coordinator as needed.
3.2.1.5 Tribal Branch/Department Heads
Department and agency heads collaborate with the Policy Group during
development of local emergency plans and provide key response resources.
CTWS branch general managers, department directors, and agency heads and
their staffs develop, plan, and train to internal policies and procedures to meet
response and recovery needs safely. They should also participate in interagency
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training and exercise to develop and maintain the necessary capabilities.
Department and agency heads not assigned a specific function in this plan will be
prepared to make their resources available for emergency duty at the direction of
the EOC Controller.
3.2.2
Responsibilities of All Departments
Individual departments are an integral part of the emergency organization. While
some departments’ staff are first responders, the majority focus on supporting
these first responders and/or on the continuity of services they provide to the
public. Organizationally, they are a component that provides support and
communication for responders.
All CTWS departments have the following common responsibilities:
■ Supporting EOC operations to ensure that CTWS is providing for the
public safety and protection of the citizens it serves.
■ Establishing in writing an ongoing line of succession of authority for
each department; this document must be made known to department
employees, and a copy must be filed with the Secretary-Treasurer and
Tribal Emergency Manager.
■ Developing alert and notification procedures for department personnel.
■ Developing operating guidelines to implement assigned duties
specified by this plan.
■ Tracking incident-related costs, in coordination with the EOC Finance
Section if activated, incurred by the department and submitting
expenditure reports in accordance with financial management
practices. Incident-related costs may occur during response or
recovery phases and may include personnel overtime, equipment
used/expended, and contracts initiated.
■ Ensuring that vehicles and other equipment are equipped and ready, in
accordance with existing plans and procedures.
■ Identifying critical functions and developing procedures for
maintaining and/or reestablishing services provided to the public and
other Tribal departments.
■ Developing and maintaining departmental Continuity of Operations
Plans.
■ Assigning personnel to the EOC, as charged by this plan.
■ Developing and implement procedures for protecting vital records,
materials, and facilities.
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■ Promoting family preparedness among employees.
■ Ensuring that staff complete any NIMS-required training.
■ Ensuring that department plans and procedures incorporate NIMS
components, principles, and policies.
■ Dedicate staff time for preparedness training and participation in
exercises.
■ Preparing and maintaining supporting plans, procedures, and annexes.
3.2.3
Responsibilities by Function
This group includes services required for an effective emergency management
program, of which response is a key element. These agencies include fire and
safety, police, emergency medical service (EMS) providers, health and human
services, environmental health, and public works departments.
Departments or agencies assigned as primary may only be responsible for
coordinating with other primary or supporting agencies to ensure continuity.
■ Primary Agency(s)
● Identifies lead agencies for emergency functions, based on the
agency’s coordinating responsibilities, authority, functional
expertise, resources and capabilities in managing incident
activities. Primary agencies may not be responsible for all
elements of a function, and will coordinate with supporting
agencies.
■ Supporting Agency(s)
● Identifies agencies with substantial support roles during major
incidents.
3.2.3.1 Transportation (ESF 1)
Primary Agency: Public Utilities Branch
Supporting Agencies: Health & Human Services Branch, Natural Resources
Branch, Police Department, County Public Works Departments, Oregon
Department of Transportation
Transportation-related responsibilities include:
■ Planning for and identifying high-hazard areas, numbers of potential
evacuees, and number of people requiring transportation to reception
areas (including access and functional needs populations).
■ Coordinating transportation needs for access and functional needs
populations.
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■ Identifying emergency traffic routes.
■ Determining optimal traffic flow and movement priority from
residences to highways.
■ Confirming and managing locations of staging areas and pick-up
points for evacuees requiring public transportation.
■ Coordinating transportation services, equipment, and personnel using
emergency routes.
■ Providing guidance on commuting arrangements for essential workers
during the evacuation period.
■ Proposing locations of roadblocks and patrols for evacuation
movement.
■ Providing patrols and safety measures in the evacuated area and for
reassignment of personnel during the evacuation period.
■ Supporting the preparation and maintenance of ESF 1 –
Transportation, as well as supporting plans, procedures, and annexes.
See ESF 1 – Transportation for more details.
3.2.3.2
Communications (ESF 2)
Alert and Warning
Primary Agency: Public Safety Branch, Emergency Communications Center
Supporting Agencies: Tribal Emergency Manager, Fire & Safety Department,
Police Department, Public Utilities Branch
Responsibilities related to alert and warning include:
■ Disseminating emergency public information as requested.
■ Receiving and disseminating warning information to the public and
key CTWS officials.
■ Supporting the preparation and maintenance of ESF 2 –
Communications, as well as supporting plans, procedures, and
annexes.
Communication Systems
Primary Agency: Secretary-Treasurer
Supporting Agencies: Tribal Emergency Manager, Eagle-Tech Systems
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Communication-related responsibilities include:
■ Establishing and maintaining emergency communications systems.
■ Coordinating use of all public and private communication systems
necessary during emergencies.
■ Managing and coordinating all emergency communication operated
within the EOC, once activated.
■ Supporting the preparation and maintenance of ESF 2 –
Communications, as well as supporting plans, procedures, and
annexes.
See ESF 2 – Communications for more details.
3.2.3.3 Public Works and Engineering (ESF 3)
Primary Agency: Public Utilities Branch
Supporting Agencies: Chief Operations Officer, Natural Resources Branch,
Health and Human Services (Clinic Helipad), Oregon Department of
Transportation
Responsibilities related to public works and engineering include:
■ Barricading hazardous areas.
■ Prioritizing restoration of streets and bridges.
■ Protecting and restoring waste treatment and disposal systems.
■ Augmenting sanitation services.
■ Assessing damage to streets, bridges, traffic control devices, waste
water treatment systems, and other public works facilities.
■ Removing debris.
■ Assessing damage to CTWS-owned facilities.
■ Condemning of unsafe structures.
■ Directing temporary repair of essential facilities.
■ Supporting the preparation and maintenance of ESF 3 – Public Works
and Engineering, as well as supporting plans, procedures, and annexes.
See ESF 3 – Public Works and Engineering for more details.
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3.2.3.4 Firefighting (ESF 4)
Primary Agency: Fire & Safety Department
Supporting Agencies: Natural Resources Branch, Public Safety Branch, Mutual
Aid Partners, Oregon Department of Forestry, Office of the State Fire Marshal
Fire service–related responsibilities include:
■ Providing fire prevention, fire suppression, and emergency medical aid
during a fire event to prevent loss of life, loss of property, and damage
to the environment.
■ Providing hazardous materials spills emergency response planning and
coordination.
■ Performing specialized rescue (e.g., water, high-angle, structural
collapse), as needed and practical.
■ Performing life-safety inspections and recommendations for activated
emergency shelters.
■ Supporting the preparation and maintenance of ESF 4 – Firefighting,
as well as supporting plans, procedures, and annexes.
See ESF 4 – Firefighting for more details.
3.2.3.5 Emergency Management (ESF 5)
Primary Agency: Tribal Emergency Manager, Public Safety Branch
Supporting Agencies: Tribal Council, Chief Operations Officer, SecretaryTreasurer, Fire & Safety Department, Health & Human Services Branch,
Natural Resources Branch, Police Department, Public Utilities Branch, Social
Services Department
Emergency Operations Center
The Tribal Emergency Manager is responsible for maintaining the readiness of
the EOC, identifying support staff, and ensuring that they are adequately trained
to perform their position duties. CTWS departments will be requested to
designate personnel who can be made available to be trained to work in the EOC
during an emergency. Other departments may be requested to provide assistance
in an emergency.
The following tasks are necessary for CTWS to activate and utilize its EOC to
support and coordinate response operations during an emergency:
■ Providing coordination of resources and emergency communications
at the request of the on-scene Incident Commander.
■ Maintaining contact with neighboring jurisdictions and the CTWS
EOC.
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■ Maintaining the EOC in an operating mode, as required by the
incident, or ensuring that the EOC space can be converted into an
operating condition.
■ Requesting department representatives (by title) to report to the EOC
and developing procedures for crisis training.
■ Developing and identifying duties of staff, use of displays and
message forms, and procedures for EOC activation.
■ Developing situation reports capturing EOC observations and actions.
■ Compiling records for incidents to support a declaration request,
preliminary damage assessments, and reimbursement requests.
■ Supporting the preparation and maintenance of ESF 5 – Emergency
Management, as well as supporting plans, procedures, and annexes.
See Chapter 5 – Command and Control and ESF 5 – Emergency Management for
more details.
3.2.3.6
Mass Care, Emergency Assistance, Housing, and Human
Services (ESF 6)
Primary Agency: Tribal Emergency Manager
Supporting Agencies:, Chief Operations Officer, Secretary-Treasurer, Education
Branch, Family Services Department, Fire & Safety Department, Health &
Human Services Branch, Housing Department, Police Department, Social
Services Department, American Red Cross, Community- and Faith-Based
Organizations
The Tribal Emergency Manager, with support from CTWS departments and the
American Red Cross (Red Cross), and other disaster relief organizations, is
responsible for ensuring that the mass care needs of the affected population are
met, such as shelter, food, first aid, and reuniting families. Relevant operations
are detailed in ESF 6 – Mass Care, Emergency Assistance, Housing, and Human
Services and ESF 11 – Agriculture and Natural Resources.
Responsibilities related to mass care, emergency assistance, housing, and human
service include:
■ Maintaining the Tribal Shelter Plan and Animal Disaster Response
Plan.
■ Supervising the shelter management program (stocking, marking and
equipping, etc.) for natural disaster.
■ Coordinating support with CTWS departments, relief agencies, and
volunteer groups.
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■ Providing emergency counseling for disaster victims and emergency
response personnel suffering from behavioral and emotional
disturbances.
■ Coordinating with faith-based organizations and other volunteer
agencies.
■ Identifying emergency feeding sites.
■ Identifying sources of clothing for disaster victims.
■ Securing source of emergency food supplies.
■ Coordinating operations of shelter facilities operated by CTWS, local
volunteers, or organized disaster relief agencies such as the Red Cross.
■ Coordinating special care requirements for sheltered groups such as
unaccompanied children and the elderly.
■ Supporting the preparation and maintenance of ESF 6 – Mass Care,
Emergency Assistance, Housing and Human Services, as well as
supporting plans, procedures, and annexes.
See ESF 6 – Mass Care, Emergency Assistance, Housing and Human Services
and ESF 11 – Agriculture and Natural Resources for more details.
3.2.3.7 Logistics Management and Resource Support (ESF 7)
Primary Agency: Secretary-Treasurer, Tribal Emergency Manager
Supporting Agencies: Chief Operations Officer, Fire & Safety Department, Legal
Services Department, Natural Resources Branch, Public Safety Branch, Public
Utilities Branch
Responsibilities related to logistics management and resource support include:
■ Ensuring that procedures are in place for tracking, prioritization,
allocation, and demobilization of Tribal resources during an
emergency.
■ Establishing procedures for employing temporary personnel for
disaster operations.
■ In cooperation with law enforcement, establishing and maintaining a
staffing reserve.
■ Coordinating deployment of reserve personnel to CTWS departments
requiring augmentation.
■ Establishing emergency purchasing procedures and/or a disaster
contingency fund.
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■ Maintaining records of emergency-related expenditures for purchases
and personnel.
■ Restocking emergency supplies and stockpiles post-event.
■ Supporting the preparation and maintenance of ESF 7 – Logistics
Management and Resource Support, as well as supporting plans,
procedures, and annexes.
See ESF 7 – Logistics Management and Resource Support for more details.
3.2.3.8
Public Health and Emergency Medical Services (ESF 8)
Public Health Services
Primary Agency: Fire & Safety Department, Health and Human Services Branch
Supporting Agencies: Chief Operations Officer, Social Services Department,
Oregon Health Authority Public Health Preparedness, Indian Health Services,
American Red Cross
Tribal Health and Human Services is responsible for coordinating the public
health and welfare services required to cope with the control of communicable
and non-communicable diseases associated with major emergencies, disasters,
and/or widespread outbreaks. Such outbreaks may be caused by bioterrorism,
epidemic or pandemic diseases, novel and highly fatal infectious agents, or
biological or chemical toxin incidents. Relevant operations are detailed in the
CTWS EOP, ESF 6 – Mass Care, Emergency Assistance, Housing, and Human
Services and ESF 8 – Public Health and Medical Services.
Responsibilities related to public health include:
■ Coordinating with hospitals, clinics, nursing homes/care centers, and
behavioral health organizations for adequate provision of public
health, medical, and behavioral health services, including making
provisions for access and functional needs populations.
■ Coordinating public health surveillance.
■ Coordinating mass prophylaxis and delivery and distribution set-up of
the Strategic National Stockpile, if needed.
■ Coordinating mass fatality operations with the Medical Examiner and
Funeral Directors to provide identification and disposal of the dead.
■ Coordinating isolation and/or quarantine actions, as needed and
permitted.
■ Coordinating dissemination of public health information.
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■ Designating a coordinator/liaison to participate in all phases of the
CTWS emergency management program, when necessary or as
requested.
■ Supporting the preparation and maintenance of ESF 8 – Public Health
and Medical Services, as well as supporting plans, procedures, and
annexes.
See ESF 8 – Public Health and Medical Services for more details.
Emergency Medical Services
Primary Agency: Fire & Safety Department
Supporting Agencies: Chief Operations Officer, Area EMS Agencies, Area
Medical Facilities, Medical Examiner
EMS-related responsibilities include:
■ Providing emergency medical care and transport.
■ Coordinating EMS resources.
■ Requesting additional EMS assets as necessary.
■ Supporting the preparation and maintenance of ESF 8 – Public Health
and Medical Services, as well as supporting plans, procedures, and
annexes.
See ESF 8 – Public Health and Medical Services for more details.
3.2.3.9 Search and Rescue (ESF 9)
Primary Agency: Public Safety Branch
Supporting Agencies: Tribal Emergency Manager, Police Department, Public
Utilities Branch, Area Law Enforcement Agencies
Search and rescue–related responsibilities include:
■ Coordinating available resources to search for and rescue persons lost
outdoors.
■ Cooperating with and extending assistance to surrounding jurisdictions
on request and as resources allow.
■ Establishing and monitor training standards for certification of Search
and Rescue personnel.
■ Supporting the preparation and maintenance of ESF 9 – Search and
Rescue, as well as supporting plans, procedures, and annexes.
See ESF 9 – Search and Rescue for more details.
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3.2.3.10 Oil and Hazardous Materials Response (ESF 10)
Hazardous Materials Response
Primary Agency: Fire & Safety
Supporting Agencies: Chief Operations Officer, Natural Resources Branch,
Police Department, Public Utilities Branch, Office of the State Fire Marshal
Regional HazMat Team
Responsibilities related to oil and hazardous materials include:
■ Conducting oil and hazardous materials response (chemical,
biological, etc.).
■ Providing remote consultation, as needed.
■ Assessing the potential health effects of a hazardous materials release.
■ Identifying the needs for hazardous materials incident support from
regional and State agencies.
■ Recommending protective actions related to hazardous materials.
■ Conducting environmental short- and long-term cleanup.
■ Supporting the preparation and maintenance of ESF 10 – Oil and
Hazardous Materials, as well as supporting plans, procedures, and
annexes.
Radiological Protection
Primary Agency: Fire & Safety Department
Supporting Agencies: Oregon Health Authority
Responsibilities related to radiological protection include:
■ Providing localized radiological monitoring and reporting network,
when necessary.
■ Securing initial and refresher training for instructors and monitors.
■ Providing input to the Statewide monitoring and reporting system from
incident scenes, as necessary.
■ Under fallout conditions, providing Tribal officials and department
heads with information on fallout rates, fallout projections, and
allowable doses provided by the State Radiation Protection Services or
federal government.
■ Providing monitoring services and advice at the scene of accidents
involving radioactive materials.
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In the event of a hazardous substance release that impacts tribal lands or resources
or an oil spill that impacts navigable water, responsibility for the clean-up and
disposal of the substance lies with the owner, generator, and/or transporter of the
material. Clean-up and disposal measures must be coordinated between the
responsible party and state and federal regulatory agencies. For releases to land
and inland waterways, the United State Environmental Protection Agency shares
oversight of emergency response and cleanup activities with the tribe and state
regulatory agency.
See ESF 10 – Oil and Hazardous Materials for more details.
3.2.3.11 Agriculture and Natural Resources (ESF 11)
Primary Agency: Natural Resources Branch
Supporting Agencies: Tribal Emergency Manager, Health & Human Services
Branch, Oregon Department of Forestry
Responsibilities related to agriculture and natural resources include:
■ Providing nutrition assistance.
■ Conducting animal and plant disease and pest response.
■ Monitoring food safety and security.
■ Providing natural and cultural resources and historic properties
protection and restoration.
■ Coordinating with pet-owners in protecting the safety and well-being
of household pets.
■ Supporting the preparation and maintenance of ESF 11 – Agriculture
and Natural Resources, as well as supporting plans, procedures, and
annexes.
See ESF 11 – Agriculture and Natural Resources for more details.
3.2.3.12 Energy and Utilities (ESF 12)
Primary Agency: Public Utilities Branch
Supporting Agencies: Chief Operations Officer, Area Utilities
Responsibilities related to energy and utilities include:
■ Working with local energy facilities to restore damaged energy utility
infrastructure and accompanying systems.
■ Coordinating temporary emergency power generation capabilities to
support critical facilities until permanent restoration is accomplished.
Critical facilities may include primary and alternate EOCs,
hospitals/critical care facilities, designated shelters, government
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offices/facilities, water/sewage systems, and other essential
community services.
■ Supporting the preparation and maintenance of ESF 12 – Energy and
Utilities, as well as supporting plans, procedures, and annexes.
See ESF 12 – Energy and Utilities for more details.
3.2.3.13 Public Safety and Security (ESF 13)
Primary Agency: Public Safety Branch
Supporting Agencies: Chief Operations Officer, Fire & Safety, Natural
Resources Branch, Police Department, Public Utilities Branch, Area Law
Enforcement Agencies, Oregon State Police
Responsibilities related to law enforcement include:
■ Protecting life and property and preserving order.
■ Providing law enforcement and criminal investigation.
■ Providing traffic control, crowd control, and site security.
■ Isolating damaged areas.
■ Providing damage reconnaissance and reporting.
■ Evacuating disaster areas.
■ Supporting the preparation and maintenance of ESF 13 – Public Safety
and Security, as well as supporting plans, procedures, and annexes.
See ESF 13 – Public Safety and Security for more information.
3.2.3.14 Community Recovery (ESF 14)
Primary Agency: Secretary-Treasurer, Tribal Emergency Manager
Supporting Agencies: Tribal Council, Chief Operations Officer, Business &
Economic Development, Housing Department, Public Utilities Branch, Social
Services Department
Recovery-related responsibilities include:
■ Coordinate with FEMA to request a Presidential disaster declaration.
■ Directing emergency recovery in times of disaster by providing
leadership in coordinating private and governmental sector emergency
recovery efforts.
■ Participating with federal and State partners to conduct damage
assessments. Identify and facilitate the availability and use of
recovery funding.
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■ Accessing recovery and mitigation grant and insurance programs;
providing outreach, public education, and community involvement in
recovery planning.
■ Coordinating logistics management and resource support, providing
assistance as needed.
■ Locating, purchasing, and coordinating delivery of resources necessary
during or after an incident impacting the Confederated Tribes.
■ Supporting the preparation and maintenance of ESF 14 – Community
Recovery, as well as supporting plans, procedures, and annexes.
See ESF 14 – Long-Term Community Recovery for more details.
3.2.3.15 External Affairs (ESF 15)
Primary Agency: Secretary-Treasurer, Tribal Emergency Manager
Supporting Agencies: Tribal Council, Chief Operations Officer, Fire & Safety
Department, Health & Human Services Branch, Public Safety Branch
Responsibilities related to external affairs include:
■ Conducting ongoing hazard awareness and public education programs.
■ Compiling and preparing emergency information for the public in case
of emergency.
■ Coordinating with other agencies to ensure consistency of education
and emergency information.
■ Arranging for media representatives to receive regular briefings on
CTWS status during extended emergency situations.
■ Securing printed and photographic documentation of the disaster
situation.
■ Handling unscheduled inquiries from the media and the public.
■ Ensuring that populations with access and functional needs have
access to critical emergency communications and public information.
■ Supporting the preparation and maintenance of ESF 15 – External
Affairs, as well as supporting plans, procedures, and annexes.
See ESF 15 – External Affairs for more details.
3.2.3.16 Evacuation and Population Protection
Primary Agency: Public Safety Branch
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Supporting Agencies: Tribal Emergency Manager, Fire & Safety, Health &
Human Services Branch, Natural Resources Branch, Police Department,
Public Utilities Branch
Responsibilities related to evacuation and population protection include:
■ Defining the responsibilities of Tribal departments and private-sector
groups.
■ Identifying high-hazard areas and corresponding numbers of potential
evacuees.
■ Coordinating evacuation planning, including:
● Movement control
● Health and medical requirements
● Transportation needs
● Emergency Public Information materials
● Shelter and reception location
■ Developing procedures for sheltering in place.
See ESF 6 – Mass Care, Emergency Assistance, Housing, and Human Services
for more details.
3.2.3.17 Damage Assessment
Primary Agency: Natural Resources Branch
Supporting Agencies: Chief Operations Officer, Tribal Emergency Manager,
Public Safety Branch, Public Utilities Branch
Responsibilities related to damage assessment include:
■ Establishing a damage assessment team from among Tribal
departments with assessment capabilities and responsibilities.
■ Training and providing damage plotting team members to the EOC.
■ Assisting in reporting and compiling information regarding deaths,
injuries, and dollar damage to tax-supported facilities and private
property.
■ Assisting in determining the geographic extent of damaged areas.
■ Evaluating the effect of damage on the Confederated Tribes’ economic
index, tax base, bond ratings, insurance ratings, etc. for use in longrange recovery planning.
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3.2.3.18 Legal Services
Primary Agency: Legal Services Department
Supporting Agencies: Tribal Council, Chief Operations Officer, SecretaryTreasurer
Responsibilities related to legal services include:
■ Advising Tribal officials on the emergency powers of local
government and necessary procedures for invocation of measures to:
● Implement wage, price, and rent controls
● Establish rationing of critical resources
● Establish curfews
● Restrict or deny access
● Specify routes of egress
● Limit or restrict use of water or other utilities
● Remove debris from publicly or privately owned property.
■ Reviewing and advising Tribal officials in determining how CTWS
can pursue critical objectives while minimizing potential exposure.
■ Preparing and recommending local legislation to implement
emergency powers required during an emergency.
■ Advising Tribal officials and department heads on record keeping
requirements and other documentation necessary for exercising
emergency powers.
■ Thoroughly reviewing and being familiar with current ORS 401
provisions as they apply to Tribal government in disaster events.
3.2.3.19 Volunteer and Donation Management
Primary Agency: Social Services Department
Supporting Agencies: Chief Operations Officer, Secretary-Treasurer, Tribal
Emergency Manager, Legal Services Department
Government-Sponsored Volunteers
Responding to incidents frequently exceeds CTWS resources. Governmentsponsored volunteer organizations such as Community Emergency Response
Teams (CERTs), Fire Corps and/or Medical Reserve Corps, and Volunteers in
Police Service provide vital support to emergency response agencies in
completing their assigned tasks.
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Non-Profit Affiliated Volunteers
Volunteers affiliated with existing non-profit groups such as the Red Cross can
support response efforts and may provide vital support to emergency response
agencies in completing their assigned tasks.
Unaffiliated Volunteers and Donations
Unaffiliated volunteers and donors can support response efforts in many ways,
and it is essential that CTWS plan ahead to effectively incorporate volunteers and
donated goods into its response activities.
3.2.3.20 Coordination with Special Facilities
Primary Agency: Tribal Emergency Manager
Supporting Agencies: Chief Operations Officer, Health & Human Services
Branch, Public Utilities Branch, Social Services Department
Responsibilities related to coordinating with special facilities (e.g., schools, care
facilities, and correctional institutions) include:
■ Establishing strong working relationships with local jurisdictional
leaders and core private-sector organizations, voluntary agencies, and
community partners.
■ Encouraging staff preparedness by participating in planning, training,
and exercises.
■ Educating staff, students, clients, etc. on facility emergency plans and
procedures and the need for individual and/or family emergency
planning.
■ Preparing and maintaining emergency plans and SOPs.
3.2.3.21 Other Agency Responsibilities
Other Tribal department and agency heads not assigned a specific function in this
plan will be prepared to make their resources (including personnel) available for
emergency duty at the direction of the Tribal Emergency Manager.
3.3 Local and Regional Response Partners
The CTWS EMO is supported by a number of outside organizations, including
the incorporated cities, service organizations, and the private sector.
3.3.1
Private Sector and Tribal Enterprises
Private-sector and Tribal enterprise organizations play a key role before, during,
and after an incident. First, they must provide for the welfare and protection of
their employees in the workplace. In addition, the CTWS EMO must work
seamlessly with businesses that provide water, power, communication networks,
transportation, medical care, security, and numerous other services upon which
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both response and recovery are particularly dependent. Essential private-sector
and Tribal enterprise responsibilities include:
■ Planning for the protection of employees, infrastructure, and facilities.
■ Planning for the protection of information and the continuity of
business operations.
■ Planning for, responding to, and recovering from, incidents that impact
their own infrastructure and facilities.
■ Collaborating with emergency management personnel before an
incident occurs to ascertain what assistance may be necessary and how
they can help.
■ Developing and exercising emergency plans before an incident occurs.
■ Where appropriate, establishing mutual aid and assistance agreements
to provide specific response capabilities.
■ Providing assistance (including volunteers) to support local emergency
management and public awareness during response and throughout the
recovery process.
3.3.2
Nongovernmental Organizations
Nongovernmental organizations play enormously important roles before, during,
and after an incident. In coordination with the CTWS EMO, nongovernmental
organizations such as the Red Cross may provide shelter, emergency food
supplies, counseling services, and other vital support services to support response
and promote the recovery of disaster victims. Nongovernmental organizations
collaborate with responders, governments at all levels, and other agencies and
organizations.
The roles of nongovernmental organizations in an emergency may include:
■ Training and managing volunteer resources.
■ Identifying shelter locations and needed supplies.
■ Providing critical emergency services to those in need, such as
cleaning supplies, clothing, food and shelter, and assistance with postemergency cleanup.
■ Identifying those whose needs have not been met and helping
coordinate assistance.
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3.3.3
Individuals and Households
Although not formally a part of the CTWS EMO, individuals and households play
an important role in the overall emergency management strategy. Tribal members
can contribute by:
■ Reducing hazards in their homes.
■ Preparing an emergency supply kit and household emergency plan that
consider all members of the household, including children and pets.
■ Monitoring emergency communications carefully.
■ Volunteering with an established organization.
■ Enrolling in emergency response training courses.
■ Encouraging children to participate in preparedness activities.
3.4 State Response Partners
Under the provisions of ORS 401, the Governor has broad responsibilities for the
direction and control of all emergency activities in a State-declared emergency.
The administrator of OEM is delegated authority to coordinate all activities and
organizations for emergency management within the State and to coordinate in
emergency matters with other states and the federal government.
Under the direction and control of department heads, agencies of State
government represent the State emergency operations organization.
Responsibility for conducting emergency support functions is assigned by the
Governor to the department best suited to carry out each function applicable to the
emergency situation. Some State agencies may call upon their federal
counterparts to provide additional support and resources following established
procedures and policies for each agency.
See the State of Oregon EOP for details on the State’s emergency management
organization and detailed roles and responsibilities for State departments.
3.5 Federal Response Partners
Support from federal response partners may be requested directly by the Tribes
through FEMA Region X, or may be requested through OEM. In most instances,
federal resources become available following a Presidential Declaration. Thus,
procedures and policies for allocating and coordinating resources at the federal
level follow NRF.
See the NRF for details on the federal government’s emergency management
organization and detailed roles and responsibilities for federal departments.
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ESF 4
ESF 5
ESF 6
ESF 7
ESF 8
ESF 9
ESF 10
ESF 11
ESF 12
ESF 13
ESF 14
ESF 15
SA A
Firefighting
Emergency Management
Mass Care, Emergency
Assistance,
Housing, and Human Services
Logistics Management and
Resource Support
Public Health and Medical
Services
Search and Rescue
Oil and Hazardous Materials
Agriculture and Natural
Resources
Energy
Public Safety and Security
Long-Term Community Recovery
External Affairs
Evacuation and Population
Protection
S
S
S
Chief Operations Officer
S
Eagle-Tech Systems
Fire & Safety
S
S
P
S
S
S
S
S
S
Secretary-Treasurer
P
S
S
P
Tribal Emergency Manager
S
P
P
P
Education
S
Family Services
S
S
S
S
S
Housing
Legal Services
S
S
S
P
S
3-23
S
S
P
S
S
P
P
S
S
Business and Economic
Development
S
S
S
S
S
S
S
S
P
P
P
P
S
S
S
S
S
S
S
P
Coordination with Special
Facilities
S
Volunteer and Donations
Management
S
Legal Services
Damage Assessment
ESF 3
Public Works and Engineering
Tribal Council
ESF 2
CTWS
Communications
Key:
P – Primary
S – Support
ESF 1
Related Annexes
Transportation
CTWS EOP
Basic Plan
3. Roles and Responsibilities
Table 3-1 CTWS Primary and Support Agencies by Function
S
S
S
S
S
S
S
S
P
S
P
S
Public Utilities
County Public Works
Departments
Area Utilities
ESF 3
ESF 4
ESF 5
ESF 6
ESF 7
ESF 8
ESF 9
ESF 10
ESF 11
ESF 12
ESF 13
ESF 14
ESF 15
SA A
Public Works and Engineering
Firefighting
Emergency Management
Mass Care, Emergency
Assistance,
Housing, and Human Services
Logistics Management and
Resource Support
Public Health and Medical
Services
Search and Rescue
Oil and Hazardous Materials
Agriculture and Natural
Resources
Energy
Public Safety and Security
Long-Term Community Recovery
External Affairs
Evacuation and Population
Protection
S
S
S
S
S
S
Public Safety
P
P
S
S
S
P
Social Services
County Emergency
Management Agencies
American Red Cross
P
S
P
S
S
S
S
S
S
S
S
County Sheriff’s Offices
S
S
3-24
S
P
S
P
P
Private Sector and Community-Based Partners
S
S
S
S
S
S
S
S
S
S
P
S
S
S
S
S
P
Local Jurisdictions and Special Districts
S
Coordination with Special
Facilities
Volunteer and Donations
Management
Legal Services
Damage Assessment
ESF 2
Police
Communications
Key:
P – Primary
S – Support
ESF 1
Related Annexes
Transportation
CTWS EOP
Basic Plan
3. Roles and Responsibilities
Table 3-1 CTWS Primary and Support Agencies by Function
S
S
S
Office of the State Fire
Marshal
Department of Forestry
Department of
Administrative Services
S
Department of Justice
Governor’s Recovery
Planning Cell (Governors
Recovery Cabinet)
S
S
Business Development
Department
Department of Agriculture
S
Department of Energy
S
Department of
Environmental Quality
S
S
3-25
ESF 6
ESF 7
ESF 8
ESF 9
ESF 10
ESF 11
ESF 12
Mass Care, Emergency
Assistance,
Housing, and Human Services
Logistics Management and
Resource Support
Public Health and Medical
Services
Search and Rescue
Oil and Hazardous Materials
Agriculture and Natural
Resources
Energy
Governor’s Office
S
S
S
State of Oregon
S
S
S
SA A
Evacuation and Population
Protection
Coordination with Special
Facilities
Volunteer and Donations
Management
Legal Services
Damage Assessment
ESF 15
External Affairs
ESF 14
ESF 5
Emergency Management
Long-Term Community Recovery
ESF 4
Firefighting
ESF 13
ESF 3
Public Works and Engineering
Public Safety and Security
ESF 2
Communications
Key:
P – Primary
S – Support
ESF 1
Related Annexes
Transportation
CTWS EOP
Basic Plan
3. Roles and Responsibilities
Table 3-1 CTWS Primary and Support Agencies by Function
Department of Transportation
Office of Emergency
Management
Public Utility Commission
Department of Defense
Department of Health and
Human Services
Department of Human
Services
S
S
S
S
Oregon Health Authority
Oregon Military Department
Department of Agriculture
Department of Energy
S
S
3-26
Oregon State Police
S
S
S
S
S
ESF 13
Public Safety and Security
SA A
Evacuation and Population
Protection
S
S
S
S
S
S
Federal
S
Coordination with Special
Facilities
Volunteer and Donations
Management
Legal Services
Damage Assessment
ESF 15
S
External Affairs
S
Long-Term Community Recovery
S
ESF 14
ESF 12
Energy
ESF 8
Public Health and Medical
Services
ESF 11
ESF 7
Logistics Management and
Resource Support
Agriculture and Natural
Resources
ESF 6
Mass Care, Emergency
Assistance,
Housing, and Human Services
ESF 10
ESF 5
Emergency Management
Oil and Hazardous Materials
ESF 4
Firefighting
ESF 9
ESF 3
Public Works and Engineering
Search and Rescue
ESF 2
Communications
Key:
P – Primary
S – Support
ESF 1
Related Annexes
Transportation
CTWS EOP
Basic Plan
3. Roles and Responsibilities
Table 3-1 CTWS Primary and Support Agencies by Function
Key:
P – Primary
S – Support
Department of Transportation
General Services
Administration
Department of Interior
(including BIA)
Environmental Protection
Agency
Small Business
Administration
3-27
Department of Housing and
Urban Development
S
Department of Justice
SA A
Evacuation and Population
Protection
S
S
S
S
S
Department of the Interior
S
S
S
S
Coordination with Special
Facilities
Volunteer and Donations
Management
Legal Services
Damage Assessment
ESF 15
ESF 13
Public Safety and Security
External Affairs
ESF 12
Energy
S
ESF 14
ESF 11
Agriculture and Natural
Resources
S
Long-Term Community Recovery
ESF 10
S
Oil and Hazardous Materials
ESF 8
Public Health and Medical
Services
S
ESF 9
ESF 7
Logistics Management and
Resource Support
S
Search and Rescue
ESF 6
Mass Care, Emergency
Assistance,
Housing, and Human Services
S
ESF 5
ESF 4
Firefighting
S
Emergency Management
ESF 3
ESF 2
Public Works and Engineering
Department of Homeland
Security (including FEMA)
Communications
ESF 1
Related Annexes
Transportation
CTWS EOP
Basic Plan
3. Roles and Responsibilities
Table 3-1 CTWS Primary and Support Agencies by Function
CTWS EOP
Basic Plan
3. Roles and Responsibilities
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3-28
4
Concept of Operations
4.1 General
Primary roles involved during the initial emergency response will focus on first
responders, such as fire and safety, law enforcement, and public works
departments; initial response also may include hospitals, local health departments,
and fire and hazardous material teams. Typically, as the emergency situation
evolves and the immediate response subsides, a transition period will occur during
which emergency responders will hand responsibility for active coordination of
the response to agencies or organizations involved with recovery operations. In
all emergencies, saving and protecting human lives is the top priority.
The basic concept of emergency operations focuses on managing and using all
available resources at the local level for effective response to all types of
emergencies. Local government has the primary responsibility for emergency
management functions and for protecting life and property from the effects of
emergency and disaster events. This EOP should be used when CTWS or local
emergency response agencies are reaching or have exceeded their abilities to
respond to an emergency or for other non-routine incidents or pre-planned events.
Responsibilities include management and coordination of large-scale events, as
well as identifying and obtaining additional assistance and resources for
emergency response agencies from CTWS, County, State, and/or federal
government through the CTWS EMO.
4.2 Emergency Management Mission Areas
This plan adheres to the emergency management principle of all-hazards
planning, which is predicated on the fact that most responsibilities and functions
performed during an emergency are not hazard-specific. It should be noted that
this is an emergency operations plan and, as such, its focus is response and shortterm recovery actions. Nevertheless, this EOP impacts and is informed by
activities conducted before and after any emergency operations take place and is
designed to assist CTWS in:
■ Preventing, avoiding, or stopping a threatened or actual act of
terrorism.
4-1
CTWS EOP
Basic Plan
4. Concept of Operations
■ Protecting members, residents, visitors, and assets against the greatest
threats and hazards in a manner that allows the Confederated Tribes’
interests, aspirations, and way of life to thrive.
■ Mitigating the loss of life and property by lessening the impact of
future disasters.
■ Responding quickly to save lives, protect property and the
environment, and meet basic human needs in the aftermath of a
catastrophic incident.
■ Recovering through a focus on the timely restoration, strengthening,
and revitalization of infrastructure, housing, and a sustainable
economy, as well as the health, social, cultural, historical, and
environmental fabric of the community when affected by a disaster.
A brief description of these five mission areas, as identified in the National
Preparedness Goal, is provided below.
4.2.1
Prevention
4.2.2
Protection
Prevention-related actions serve to avoid, intervene, or stop an incident from
occurring. Such actions are taken to protect lives and property. This involves
applying intelligence and other information to a range of efforts, such as
deterrence operations; heightened inspections; improved surveillance and security
operations; investigations to determine the full nature and source of the threat;
public health and agricultural surveillance and testing processes; immunizations,
isolation, or quarantine; and, as appropriate, specific law enforcement operations
aimed at deterring, preempting, interdicting, or disrupting illegal activity; and
apprehending potential perpetrators and bringing them to justice.
Protection-related actions reduce the vulnerability of CIKR. These efforts deter,
mitigate, or neutralize terrorist attacks, major disasters, and other emergencies.
Protection-related actions require coordination on the part of federal, State, and
local governments; the private sector; and concerned citizens across the country.
Protection includes continuity of government and operations planning; awareness
elevation and understanding of threats and vulnerabilities to their critical
facilities, systems, and functions; identification and promotion of effective sectorspecific protection practices and methodologies; and expansion of voluntary
security-related information sharing among private entities within the sector, as
well as between government and private entities.
DHS maintains robust infrastructure protection field operations through the
Protective Security Advisor (PSA) program. PSAs are trained critical
infrastructure protection and vulnerability mitigation subject matter experts. DHS
Regional Directors are Supervisory PSAs, responsible for the activities of eight or
4-2
CTWS EOP
Basic Plan
4. Concept of Operations
more PSAs and geospatial analysts, who ensure all Office of Infrastructure
Protection critical infrastructure protection programs and services are delivered to
state, local, territorial, and tribal stakeholders and private sector owners and
operators. Regional Directors and PSAs also conduct specialized site visits and
provide information and guidance on critical infrastructure issues.
For more information see https://www.dhs.gov/protective-security-advisors.
4.2.3
Mitigation
Mitigation program goals and project efforts are intended to reduce risks and
vulnerabilities.
Mitigation-related activities are the ongoing efforts to maximize safety and
security from natural, technological, and human-induced hazards. The goal of
mitigation efforts is to ensure the safety and security of CTWS’s population,
infrastructure protection, and economic stability.
The Confederated Tribes’ mitigation efforts are aligned with federal program
guidelines and include enhancing and maintaining a capacity to implement a
comprehensive statewide hazard loss reduction strategy; supporting the
development and enhancement of local capability to practice hazard mitigation;
increasing public and private sectors’ awareness and support of disaster loss
education; reducing the CTWS’s hazard vulnerability through the application of
scientific research and development; and reducing the vulnerabilities of CTWSowned facilities and infrastructure resulting from assessed hazards.
See the CTWS Hazard Mitigation Plan for more information on Tribal mitigation
efforts.
Under a presidential major disaster declaration, a portion of estimated total federal
assistance (up to 15 percent) is available from the Hazard Mitigation Grant
Program (HMGP), contingent upon CTWS having a FEMA-approved Mitigation
Plan in place. HMGP funds can be approved for a range of mitigation projects,
including property acquisition, structure demolition, structure elevation, structure
relocation, flood-proofing, structural retrofitting, infrastructure retrofitting, soil
stabilization, wildfire mitigation, and backup generator purchase and installation.
See the Hazard Mitigation Assistance information available from FEMA
(http://www.fema.gov/hazard-mitigation-assistance) for more information on
mitigation.
4.2.4
Response
Response-related actions address the short-term and direct effects of an incident.
Response includes immediate actions to save lives, protect property, and meet
basic human needs. Response also includes the execution of emergency
operations plans and mitigation activities designed to limit loss of life, personal
injury, property damage, and other unfavorable outcomes.
4-3
CTWS EOP
Basic Plan
4. Concept of Operations
If required by the situation, response activities include applying intelligence and
other information to lessen the effects or consequences of an incident; increased
security operations; continuing investigations into the nature and source of the
threat; ongoing public health and agricultural surveillance and testing processes;
immunizations, isolation, or quarantine; and specific law enforcement operations.
4.2.5
Recovery
Recovery-related activities consist of short- and long-term efforts.
Short-term recovery operations restore vital services. Examples include electrical
power, water, and waste systems; debris removal; and assistance to disaster
victims. Disaster relief programs administered by governmental, nonprofit, and
charitable organizations aid in restoring the personal, social, and economic
wellbeing of private citizens.
Long-term recovery focuses on restoring communities to pre-event or updated
conditions. This is accomplished by assisting property owners in repairing or
rebuilding homes and businesses and assisting local governments, school districts,
and other public nonprofit agencies in restoring or reconstructing damaged
infrastructure. State, local, and nongovernmental organizations administer the
provisions of federal and State disaster relief funds to provide for restoration and
recovery of vital facilities. Post-disaster mitigation programs should be
anticipated during the recovery period.
Long-term recovery activities are situation-dependent and may include a range of
services. Examples include the development, coordination, and execution of
service- and site-restoration plans; the reconstitution of government operations
and services; individual, private-sector, nongovernmental, and public assistance
programs to provide housing and promote restoration; long-term care and
treatment of affected persons; additional measures for social, political,
environmental, and economic restoration; evaluation of the incident to identify
lessons learned; post-incident reporting; and development of initiatives to mitigate
the effects of future incidents.
4.3 Incident Levels
Incident levels assist response agencies in recognizing the degree of intensity and
potential impact of a particular situation. Emergency situations will not always fit
neatly into these levels, and any incident has the potential to intensify and expand
to a higher level. Special circumstances or external pressures may warrant
outside assistance for relatively minor incidents.
4.3.1
Level 1
In a Level 1 incident, the normal organization and procedures of CTWS
departments, including police, fire and safety, and public utilities, that do not
require implementation of the CTWS EMO are maintained.
4-4
CTWS EOP
Basic Plan
4. Concept of Operations
4.3.2
Level 2
4.3.3
Level 3
4.3.4
NIMS Incident Levels
A Level 2 incident has special or unusual characteristics requiring response by
more than one CTWS department, or is beyond the scope of available local
resources, and may require partial implementation of the CTWS EMO.
A Level 3 incident requires the coordinated response of local, regional, state, and
federal resources to save lives and protect the property of a large portion of the
population. Such an emergency may require the sheltering or relocation of the
affected population. Under such conditions, the CTWS EMO shall be fully
activated.
While the Confederated Tribes use incident levels that are consistent with the
State of Oregon EOP, incident types at the federal level are based on the
following five levels of complexity. (Source: U.S. Fire Administration)
Type 5
The incident can be handled with one or two single resources
with up to six personnel.
Command and General Staff positions (other than the EOC
Controller) are not activated.
No written Incident Action Plan (IAP) is required.
The incident is contained within the first operational period and
often within an hour to a few hours after resources arrive on
scene.
Examples include a vehicle fire, an injured person, or a police
traffic stop.
Type 4
Table 4-1 NIMS Incident Levels
Command and General Staff functions are activated only if
needed.
Several resources are required to mitigate the incident.
The incident is usually limited to one operational period in the
control phase.
The agency administrator may have briefings and ensure that the
complexity analysis and delegation of authority are updated.
No written IAP is required, but a documented operational
briefing will be completed for all incoming resources.
The role of the agency administrator includes operational plans
that contain objectives and priorities.
4-5
CTWS EOP
Basic Plan
4. Concept of Operations
Type 3
When capabilities exceed initial response, the appropriate ICS
positions should be added to match the complexity of the
incident.
Some or all of the Command and General Staff positions may be
activated, as well as Division/Group Supervisor and/or Unit
Leader level positions.
A Type 3 Incident Management Team or Incident Command
organization manages initial action incidents with a significant
number of resources, an extended response incident until
containment/control is achieved, or an expanding incident until
transition to a Type 1 or 2 team.
The incident may extend into multiple operational periods.
A written IAP may be required for each operational period.
Type 2
This type of incident extends beyond the capabilities for local
control and is expected to extend into multiple operational
periods. A Type 2 incident may require the response of
resources out of area, including regional and/or national
resources, to effectively manage the operations, command, and
general staffing.
Most or all of the Command and General Staff positions are
filled.
A written IAP is required for each operational period.
Many of the functional units are needed and staffed.
Operations personnel normally do not exceed 200 per
operational period, and total incident personnel do not exceed
500 (guidelines only).
The agency administrator is responsible for the incident
complexity analysis, agency administrator briefings, and written
delegation of authority.
Type 1
Table 4-1 NIMS Incident Levels
This type of incident is the most complex, requiring national
resources to safely and effectively manage and operate.
All Command and General Staff positions are activated.
Operations personnel often exceed 500 per operational period,
and total personnel will usually exceed 1,000.
Branches need to be established.
The agency administrator will have briefings and will ensure that
the complexity analysis and delegation of authority are updated.
Use of resource advisors at the incident base is recommended.
There is a high impact on the local jurisdiction, requiring
additional staff for office administrative and support functions.
4-6
CTWS EOP
Basic Plan
4. Concept of Operations
4.4 Response Priorities
4.4.1
Response
Response activities are undertaken immediately after an incident, and a transition
into recovery activities will take place as soon as conditions permit. Both
response and recovery activities can take place concurrently until the life safety
and protective actions are completed.
1. Lifesaving: Efforts to save lives and implement operations to minimize
risks to public health and safety.
2. Property: Efforts to reduce impacts to CIKR and minimize property
damage.
3. Environment: Efforts to mitigate long-term impacts to the environment
4.4.2
Recovery
It is the responsibility of government to assist the public and private sectors with
recovery from disaster. A widespread disaster will likely impact the ability of
businesses to function, disrupt employment, interrupt government services, and
impact tax revenues. Recovery is one of the four phases of emergency
management. This EOP is not a recovery plan; that document is developed
separately. However, response and recovery activities often take place
concurrently until life safety and protective actions are completed. Recovery
operations are the actions taken to protect lives and property while helping
impacted areas of the Confederated Tribes meet basic needs and resume selfsufficiency, returning to a “new normal” for the community.
1. Dam
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